Saturday, October 31, 2009

Share the Joy and Peace of Christmas

Christmas season is coming on next December. Christmas is celebrated on many countries by both the Christian population and many non-Christians as a secular, cultural festival. Modern customs of the Christmas holiday include Church celebrations, gift-giving, exchange of Christmas cards, and the display of Christmas tree decorations.

It is good to celebrate the wonderful joy and happiness of Christmas by sending warm, thoughtful Christmas wishes greetings. Convey your well wishes and share the wonderful spirit of Christmas with a personalised high quality Christmas Card. Sending personalised Christmas Cards is an effective way to build stronger relationship with your friends, relatives, colleagues, loved ones, employees, customers or business partners. For business, christmas card is a great promotional tool that build memorable customer, client & partner relationships. Interestingly, according to survey, 63% of consumers prefer to receive seasonal greetings through the post rather than by email.

With wide range of contemporary & traditional designs and custom print services, you can create a completely unique personalised corporate gift card. Your Christmas Cards can be personalised with special message, company name or individual name, a company logo and signatures in variety of colours, choice of typefaces and greetings. Make sure you choose cards that are produced to the very highest standards, using high quality materials and processes, supplied with high quality envelopes that give a quality, luxurious look and feel to your finished cards.

May the Joy and Peace of Christmas be with you now and throughout the new year.

The above is a sponsored.


Friday, October 30, 2009

Tips for Facilitating Learning. Effective Facilitators Characteristics.


Facilitating Learning

Facilitation is the art of guiding others in self-discovery. Facilitation isn't about leading, teaching, or training. It's about providing a safe environment or arena for people to make discoveries for themselves. It's almost like self-directed learning, but there is a coordinator (facilitator) to hold it together and to guide it along. The facilitator could be seen as the chair, if you like.

Effective facilitators:
 Adapt their small-group activities to suit the participants, the environment, and the desired outcomes
 Are proactive (before using a small-group activity, they modify it on the basis of the characteristics of the participants and the purpose of the activity)
 Are responsive and make modifications during the small-group activity to keep the different tensions within acceptable ranges
 Are resilient (they accept whatever happens during the small-group activity as valuable data and continue with the activity)

Tips for Facilitating Learning
 Flexible facilitation means that you should be aware of your biases about group experiences (as a member and a facilitator) and how they influence you in your current role as a facilitator.
 Before planning a small-group activity, you need to collect information on the likely preferences of your participants along each of the six stress areas. The best strategy for collecting this information is to interview the participants and possibly cross-check your information with other facilitators who are familiar with the group.
 Whether you are designing a new activity or using an existing one, integrate your understanding of the participants' preferences into design and implementation.
 As your participants work through the activity, continuously monitor the levels of various stresses. If the six stresses are at optimum levels, do not interfere with the flow of the activity. However, some tensions are likely from time to time. Wait to see if the group makes its own adjustments. With inexperienced groups, you may need to intervene with appropriate adjustments.
 Conduct a debriefing session with the participants to collect information on their perceptions of the different stress levels. This can be done by asking the participants questions such as"When did you feel the activity was too tightly structured?" or"When did you feel the facilitator interrupted you too often?"


Exciting online adventure games.

Do you like to play online adventure games? My kids enjoy playing Sonic The Hedgehog, Nightmare Kingdom and The Pretender. Actually, there are plenty free online adventure games available on the internet. Some of the adventure games feature beautifully rendered graphics and animation, challenging puzzles, exciting mini-games, dialogues, engaging characters and engrossing story. Some fun enriching adventure games allows you to explore secret locations, solve mysteries or become a legendary traveler. It allows you to exercise your strategy skills to search the treasures or find a mysterious treasure in challenging adventure.

I found one exciting and challenging online hidden object game suitable for people of all ages - Carto’s Magic Maps. You'll explore dozens of countries with over 50 hidden object stages and mini games. You will experience the rich storyline in countries around the world and enjoy the hidden object game scenes in hundreds of beautifully rendered graphics. You have to find hidden objects and play mini-games along the way. Carto's Magic Maps is the prologue to The Travels of Wiglington and Wenks, a massive virtual world for kids. You follow the adventures of Wiglington and Wenks as they go in search of a series of magic maps. You'll experience hours of exploration fun with this educational games. With this challenging and thrilling game, you'll get addicted after playing few rounds.

The above is a sponsored.


Thursday, October 29, 2009

Key Internal Factors that Drive Organizational Performance. Achieving Enhanced Workplace Performance.


The work environment needs
are factors internal to the organization, which drive organizational performance . When these factors are present in a positive manner, they enable performance. They will hinder performance when absent. Note, however, that management can change these factors because they are all within the control of the organization. These factors are discussed below.

 Clarity of roles and expectations focuses on employees knowing specifically what their roles and responsibilities are relative to their job goals and accountabilities. This means that people know how their responsibilities differ from others who are supporting the same business goal. Role confusion is a frequent barrier to performance. Another common problem is unclear expectations such as telling people to be more customer-oriented and proactive. These statements qualify as examples of fuzzy requirements.
 Coaching and reinforcement include the system in place to ensure coaching support is provided to individuals as they perform their job responsibilities. This factor also involves reinforcing and acknowledging desired performance and providing developmental feedback when needed. The presence of coaching and reinforcement on the job is the single greatest contributor to skill transfer following a learning experience.

 Incentives are the rewards, both tangible and intangible, that encourage people to perform as needed. Financial bonus plans are tangible incentives; opportunities to grow and learn are nonfinancial incentives. This category requires that a positive balance of consequences exists within the organization for the performance that is expected. When there is lack of any consequence, performance often does not change. It is easy for employees to maintain the status quo when there are no consequences, positive or negative, for changing on-the-job performance.

 Work systems and processes are the workflow and organizational systems within which individuals perform. These can make work performance easier and more efficient; they can also make desired performance difficult or even impossible. Geary Rummler (1995), co-author of the book Improving Performance: How to Manage the White Space on the Organization Chart, stated it quite succinctly when he said, "If you pit a good employee against a bad system, the system will win almost every time."

 Access to information, people, tools, and job aids is a category of work environment needs that continues to grow in importance because people are expected to perform effectively in complex environments without a lot of day-to-day guidance. How can people perform effectively without accurate and current information or access to the type of tools required to do the job?


Wednesday, October 28, 2009

Accounting and Finance Policy and Procedure - Account Analysis


Account Analysis

When summarizing the account activity, use the key components that represent the types of transactions flowing into the account. For example, Payroll Payable may have the following components: regular salaried full-time employees, regular hourly employees, temporary or partial period employees, reimbursements, and other. Components that make up an account may mirror the plan input, transaction sources, or areas that will aid in account analysis. It is not acceptable to simply summarize the debit and credit totals. For accounts that are reconciled for the first time, the opening balance must be reconciled.

Differences between the general ledger and subledgers or supporting documentation must be investigated and resolved in a timely, accurate manner. Recurring variances must be investigated and resolved at the root cause, as they may indicate a systemic issue.
? Out-of-balance situations may occur due to:
1. Natural timing differences
2. Misclassification (i.e., journal entry to the wrong account)
3. Miscalculation (i.e., mathematical error in determining the amount of the journal entry that was to be recorded)
4. Errors where an entry was omitted or recorded multiple times
5. Other unexplained or a combination of reasons that have not yet been identified
? Misclassifications, miscalculations, and errors of omission or duplication should be readily identified and corrected. Corrections should take place within the following month.

Any individual unreconciled differences greater than $5,000 USD occurring at quarter-end or year-end must be disclosed to the Chief Accounting Officer (CAO) (or a designate). Every effort must be made to understand and resolve such differences in the month the error occurs. If you are not sure if a difference is considered material, contact Corporate Financial Reporting to discuss and resolve the matter.

Levels of materiality are defined by the CAO and communicated. Each month the CAO receives a status of the reconciliation accounts identifying those accounts that have unreconciled values (i.e., exceed the materiality thresholds) as well as those that have long-term (level C) unexplained variances.


Tuesday, October 27, 2009

Accounting and Finance Policy and Procedure - Account Reconciliation


Accounting and Finance—Account Reconciliation

It is Company policy to reconcile every Balance Sheet (B/S) account with a closing balance greater than $5,000 USD on a monthly basis in accordance with the Accounting and Finance close schedule. B/S accounts with a closing balance less than $5,000 must be reconciled at least once a quarter. These analyses and reconciliations are to be prepared and reviewed by the appropriate divisional personnel, with all analysis subject to corporate review and audit.
Account reconciliations shall be forwarded for review and sign-off by the business area's respective financial manager or designate.
Underlying detail, in the form of a subledger or schedule, must support every B/S account balance, and such detail must be reconciled to the general ledger.
Any unreconciled differences must be investigated and resolved, with adjustments made in a timely manner prior to the end of the quarter. Upon completion of the investigation, any remaining unsupported balance shall be written off.

Corporate Accounting determines account ownership based on the area that has the most knowledge and control of the account Unless internal control considerations dictate otherwise the account owner is responsible for completing the account reconciliation. The B/S account balance is determined with the close of the books at each month-end.

Account Reconciliation
 The reconciliation begins with the current year-to-date closing balance as per the general ledger.
 Review the subledger or supporting schedule to summarize the components that correspond to the general ledgers balance. In some cases there may be more than one subledger that needs to be considered.
 Subtract the general ledger and subledger (or other supporting document) closing balances to determine the difference to be reconciled.
 List known adjustments that should be taken during the accounting period. Subtract the total of known adjustments from the difference to be reconciled.
 The remaining balance is to be investigated and resolved.
 The reconciliation status is identified as either A, B, or C.
o Circle A if there are no outstanding explanations required.
o Circle B if there are known adjustments, and list those that will be taken during the current accounting period.
o Circle C if there is a remaining balance that must be further investigated, and list the actions that will be taken during the following accounting period.
 Unreconciled items and amounts must be tracked, aged, and monitored for clearing.
 Each functional business area's controller or financial designate must review, agree, and sign off on the reconciliation.
 Reconciliations for accounts with closing balances greater than $100,000 USD must be submitted to Corporate Accounting for additional review at the end of each quarter.
 The reconciliation must be prepared using the standard format attached (see Exhibit) or as otherwise approved by the Corporate Controller.
 Account reconciliations must be completed no later than the fifth business day of the month.


Friday, October 23, 2009

Right Focus is key ingredient for productive and successful organizations.


Lacking Clear Focus

You usually bring into your life whatever is consistent with your focus. You can focus either on what is not working or what is, what you don't have or what you do, what you want or what you don't want, what you believe in or what you don't. There is a great line that says, "Be careful what you ask for—you might just get it."
One of my favorite quotes is by the late tennis great Arthur Ashe. He said, "True greatness is, start where you are, use what you have, and do what you can."
Most sales winners are grateful for their blessings in life and focus on what they want, have, and can do. By the same token, most losers focus on what is missing, where they are not, and what they can't do.

Let me give you an example:
Salesperson A complains constantly. Prices are too high. Brochures are not up-to-date. He doesn't have a laptop or cellular phone. His territory is too small and has too few prospects. There is inadequate internal support staff. It's raining…. You get the picture. If this type of salesperson is doing poorly, he can find a rea-son why (other than himself).
On the other hand, Salesperson B—a winner—learns to work with what he has. He improvises, innovates, adjusts, compromises—whatever it takes to get the job done with the tools he has.
A key ingredient in all leaders, winners, effective people, and productive and successful organizations is focus.

If you are Lacking Clear Focus, how to Turn It Around?
Focus on what you want, not what you don't want.


Affordable, Flexible and Reliable VOIP phone solution.

Small businesses are always looking for ways to cut cost, increase staff productivity and improve business competitiveness. Small businesses can reduce long-term communications costs by moving into Business VOIP phone service. By leveraging the IP Technology, VoIP is much less expensive than traditional phone service, especially in long distance or international calling. At the same time, you still enjoy all the advantages of a big business phone system features like Auto Attendants, Dial-by-Name, Virtual Departments, Call Conference (Three-way calling), Password Protected Voicemail, Single Unified (voice, fax, and email messages) Inbox Access, Multiple Auto Attendants, Cell Phone integration, Call Queuing, auto-attendant, music on hold, call transfer and many more.

The high-performance, no-maintenance Vocalocity’s Hosted PBX solution gives your small business the edge and helps you take control of your phone service. Vocalocity’s Small Business VoIP is a complete solution that includes business grade connectivity, flexible voice calling plans, phones, and many advanced IP features for mobility and productivity. You can choose suitable Calling Plans: Unlimited Extension, Metered Extension, and Virtual Extension. Unlimited Extension Voice Plans ($39.99 per month) offers an unlimited number of inbound and outbound calls in the US and Canada and anywhere within the Vocalocity network. Metered Extension Voice Plans ($14.99 per month plus $0.03 per minute) is more suitable for lower usage (e.g.: phone in your lobby for visitors). Virtual Extension Voice Plans ($14.99 per month) is designed for employees who are always on the road and don’t need an office phone, and includes unlimited inbound calls, direct dial phone number and cell phone integration. With No PBX or IP-PBX equipment to buy or lease, this Hosted PBX eliminates the capital cost, maintenance and upgrade cost of your phone system equipments. With Hosted PBX service, all you need are IP phones and a voice gateway connected to your modem or router.

So, if you are looking for an affordable, flexible and reliable phone system and service that deliver the business grade VOIP Phone features at the lowest cost together with superior customer service and reliability, try Vocalocity.

The above is a sponsored.


Tuesday, October 20, 2009

12 Out-of-control Ego Warning Signs for Managers. How to Control your ego effectively.


As a manager, how do you know if your ego is out of control? Just pay close attention to a number of critical factors. I guarantee that if you are aware of your circumstances, honest with your self-appraisal, and in touch with reality, it will become crystal clear whether your ego is adequately in check or running rampant in your organization or department. Some of the factors indicating problems with an out-of-control ego are:
? Consistently poor morale
? Constant communication breakdowns
? Bad hiring decisions
? Consistently poor decisions
? Acquisitions or mergers that go sour
? High employee turnover
? Consistently poor quality
? Outdated policies, products, services, and/or procedures
? Loss of market share
? Vulnerability to competitors
? Poor sales results
? Decreasing profits from year to year

Carefully observe early warning signs for these factors and determine their cause and any relationship between them and your ego, and then respond to them and manage them effectively and without ego before they become embedded in your corporate culture, employee attitudes, and customer attitudes.
Ask yourself:
1. Can I ever be wrong?
2. Can an employee be smarter than I am?
3. Do I trust my employees?
4. Can I reverse myself after a bad decision, or do I die by it?
5. Can I give up control?
6. Do I have pet projects or activities that I can't let go of?
7. Can I freely give credit where someone else was responsible for the positive outcome?
8. Can I discard old products, services, or ideas that I was responsible for?
9. Can I share the limelight with others?
10. Do I give adequate appreciation and recognition to others?
11. Can I admit failure?
12. Can I admit to not having an answer?
13. Do I procrastinate on simple or important tasks, decisions, or initiatives?
These questions should get you started. Honest answers will help you clearly identify if your ego is a problem in your position.

If you can rise to the challenge of channeling your ego in this way, be encouraged by the following:
1. Your ego is not part of your DNA or genes. It is man-made and can be unmade or controlled if you choose.
2. It is better to succeed and enjoy your success with a controlled ego than it is to go down in flames with an ego that is out of control.
3. You will never "win them all," no matter how good you think you are. So get used to losing once in a while, if you haven't already.
4. Hire a personal coach. The cost will be peanuts compared with the time and money you could save your organization. I accept ten new coaching clients every year. If you want to be considered for one of the slots, give me a call.
5. Business is not about winning or looking good, but serving others well.
I believe the first test of a really great man is his humility.


Monday, October 19, 2009

Tips on Preparing and Conducting effective Job Interview.


Preparing for the Interview

? Choose a setting with little distraction. Avoid bright lights or loud noises, make sure that the interviewee is comfortable, and so on.
? Explain the purpose of the interview.
? Address terms of confidentiality. Explain who will be allowed access to the respondent's answers and how their answers will be analyzed.
? Explain the format of the interview. Explain the type of interview you are conducting and its nature. If you want the respondent to ask questions, specify whether they are to do so as the questions occur to them or wait until the end of the interview.
? Indicate how long the interview will take.
? Tell the respondent how to get in touch with you later if they want to.
? Ask the respondent if they have any questions before the start of the interview.
? Don't rely on your memory to recall the respondent's answers. Ask for permission to record the interview or have someone else present to take notes, or take notes yourself.

Carrying Out the Interview
? From time to time, check that the tape recorder (if used) is working.
? Ask one question at a time.
? Attempt to remain as neutral as possible—don't display strong emotional reactions to their responses.
? Encourage responses with occasional nods of the head, "uh huhs," and so on.
? Be careful about the impression conveyed when taking notes. If you jump to take a note, it might seem as if you're surprised or very pleased about an answer, which might influence answers to future questions.
? Provide a transition between major topics—for example, "We've been talking about … and now I'd like to move on to…."
? Don't lose control of the interview. This can occur when a respondent strays to another topic, takes so long to answer a question that time begins to run out, or even begins asking the interviewer questions.

Immediately After the Interview
? Check that the tape recorder (if used) worked throughout the interview.
? Go over your written notes—for example, clarify any semi-illegible words, ensure that the pages are numbered, fill out any notes that don't make sense, and so on.
? Write down any observations made during the interview. For example, where did the interview take place and when? Was the respondent particularly nervous at any point? Were there any surprises during the interview?


Healthier candies for health conscious people.

We all love candy. From soft to hard, chocolate to sour, sweet to sugar-free, we enjoy the delicious treats that melt in our mouth. Candy is the perfect gift for certain holidays - Halloween, Easter, Christmas, and Valentine’s Day. The best option for purchasing candy is buying in bulk. There are plenty of online candy stores that sell at wholesale pricing during holiday seasons such as Halloween, Easter, or Christmas. The most popular candy brands for a candy table is Jelly Belly, Tootsie, Wrigley, Wonka, M&M candies, Gumballs, Jelly Beans, Skittles, and Hersheys. Different types of candies include Lollipops, Bulk Candy, Chewing Gum, Chocolate Candy, Hard Candy, Nostalgic/Retro Candy, Novelty Candy, Sweet Candy, Wonka Laffy Taffy Candy, Sour Candy, Sugar Free Candy. All of these can be found in many different colors.

Nowadays, Candy manufacturers are innovating their product line to promote healthier candies. New vitamin enriched candy products are promoted in an effort to overcome the negative, unhealthy reputation of sweet treats as consumers become more health conscious. Another interesting one is chocolate goodies containing Omega-3’s and antioxidants. Candy companies also wrap their new sweet creations in enticing, positive phrases such as "Vitamin C Fortified", “surprisingly nutritious” and “a delicious and nutritious treat”. But does the candy actually deliver the nutritional value? Are sweets good enough to maintain health and wellness? What I like is truly good No-sugar-added Candy suitable for Diabetics and those looking to curb their sugar intake. This no sugar added candy can be fortified with active healthy ingredients, like Vitamin C. No sugar added products not only avoid putting in added sugar for added sweetness, but they also do not contain sugar substitutes. Many people prefer to choose no sugar added products over sugar free ones because of the additional additives and binders used in sugar free items.

The above is a sponsored.


How to Conducting Interviews. Interview Guide for Managers.

Conducting Interviews

Interviews are particularly useful for discovering the story behind a respondent's experiences and to pursue in-depth information around a topic. Before you start to design your interview questions and process, clearly identify the purpose of each interview. This helps you keep a clear focus on the intent of each question.

Preparing the Sequence of Questions
 Get the respondents involved in the interview as soon as possible.
 Before asking about controversial matters (such as feelings and opinions), first ask about some facts. With this approach, respondents can more easily engage in the interview before warming up to more personal matters.
 Intersperse fact-based questions throughout the interview to avoid a long sequence of fact-based questions, which tends to leave respondents disengaged.
 Ask questions about the present before asking questions about the past or future. It's usually easier for respondents to talk about the present and then work into the past or future.
 The final questions might be formulated to allow respondents to provide any other information they wish to add and their impressions of the interview.

Wording Your Questions
 Wording should be open ended. Respondents should be able to choose their own terms when answering questions.
 Questions should be as neutral as possible. Avoid wording that might influence answers—for example, evocative wording.
 Questions should be asked one at a time.
 Be careful about asking "Why?" questions, because these imply a cause-effect relationship that might not truly exist. Such questions might also cause respondents to feel defensive—for example, that they have to justify their response—which might inhibit their responses to this and future questions.


Crafting sweet memory for joyful wedding.

People of all ages - young and old - have a sweet memory in their hearts for candies. Giving the candy is considered as one the fantastic ways to win the heart of children, to reward for their good works, to stop children from crying. Both kids and adults love variety of candies - Bulk Candy, Chewing Gum, Chocolate Candy, Hard Candy, Nostalgic / Retro Candy, Novelty Candy, Sweet Candy, Wonka Laffy Taffy Candy, Sour Candy, Sugar Free Candy. Candy is ranked as one of America’s favorite sweet treats and people want to buy them in bulk for themselves or presenting someone as a gift. There are numerous online candy stores offering you a variety of candies packed in beautiful and attractive packets. Online stores offer you candies for different occasions - wedding candy, birthday candy, Halloween candy, thank you candy, get well candy, sports candy, pirate candy, baby shower candy and many more. It doesn't matter whether you want gummy candy, bulk candy, candy toys, candy liquid, hard candy, a box of bulk candy, or even a bouquet of candy lollipops, online candy stores offer you your desired candy easily, instantly and within your budget.

A buffet style candy bar at a wedding reception or birthday party is getting popular nowadays. It was the most talked about feature at many wedding party. Everyone enjoys the wedding cake but it is more fun for the guests to pick and choose their favorite sweets. There are endless possibilities for crafting a gorgeous candy buffet for joyful wedding. The best way to design your candy buffet into your wedding theme is through color. Beautiful wedding reception d├ęcor with an array of different color candies can create a strong visual impact. Just be creative, and get plenty and variety of yummy sweets that best suit your tastes and party theme.

The above is a sponsored.


Thursday, October 15, 2009

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Windows 7 Resource Kit
by Mitch Tulloch, Tony Northrup, Jerry Honeycutt and Ed Wilson
Microsoft Press © 2010 (1760 pages)

Delivering the information you need to administer your Windows 7 system, this in-depth and comprehensive guide offers authoritative technical guidance, essential scripts and resources, and deep insights and troubleshooting tips from the Windows 7 team.

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Table of Contents
Windows 7 Resource Kit
Overview of the Book
Document Conventions
On the Companion Media
Using the Windows 7 Resource Kit PowerShell Pack
Using the Sample Windows PowerShell Scripts
Disclaimer concerning Windows PowerShell CD Content
Resource Kit Support Policy

Part I - Overview
Chapter 1 - Overview of Windows 7 Improvements
Windows 7 Improvements by Chapter
Windows 7 Editions
Choosing Software and Hardware
Additional Resources

Chapter 2 - Security in Windows 7
Addressing Specific Security Concerns
Security Features Previously Introduced in Windows Vista
New and Improved Security Features of Windows 7
Additional Resources

Part II - Deployment
Chapter 3 - Deployment Platform
Tools Introduction
Windows 7 Deployment Terminology
Platform Components
Deployment Scenarios
Understanding Setup
Basic Deployment Process
Microsoft Deployment Toolkit Process
Additional Resources

Chapter 4 - Planning Deployment
Using the Microsoft Deployment Toolkit
Planning High-Volume Deployment
Planning Low-Volume Deployment
Windows 7 Requirements
Preparing for Development
Installing the Microsoft Deployment Toolkit
Starting Deployment Workbench
Updating Microsoft Deployment Toolkit Components
Additional Resources

Chapter 5 - Testing Application Compatibility
Understanding Compatibility
Choosing the Best Tool
Understanding the ACT
Planning for the ACT
Preparing for the ACT
Collecting Compatibility Data
Analyzing Compatibility Data
Rationalizing an Application Inventory
Testing and Mitigating Issues
Additional Resources

Chapter 6 - Developing Disk Images
Getting Started
Capturing Images Using Microsoft Deployment Toolkit
Creating and Configuring a Deployment Share
Creating Task Sequences
Editing a Task Sequence
Capturing a Disk Image for LTI
Preparing Images Manually
Customizing Microsoft Deployment Toolkit
Additional Resources

Chapter 7 - Migrating User State Data
Evaluating Migration Technologies
Using Windows Easy Transfer
Planning User State Migration Using USMT
Installing USMT
Understanding USMT Components
Developing Migration Files
Using USMT in Microsoft Deployment Toolkit
Additional Resources

Chapter 8 - Deploying Application
Preparing the Lab
Planning Deployment
Choosing a Deployment Strategy
Automating Installation
Repackaging Legacy Applications
Injecting in a Disk Image
Additional Resources

Chapter 9 - Preparing Windows PE
Exploring Windows PE
Setting up the Environment
Working with Windows PE
Automating Windows PE
Using Windows PE with Microsoft Deployment Toolkit
Additional Resources

Chapter 10 - Configuring Windows Deployment Services
Introducing Windows Deployment Services
Planning for Windows Deployment Services
Installing Windows Deployment Services
Configuring Windows Deployment Services
Preparing Discover Images
Importing Images
Managing and Deploying Driver Packages
Managing Image Security
Installing Windows 7
Capturing Custom Images
Creating Multicast Transmissions
Using Windows Deployment Services with Microsoft Deployment Toolkit
Additional Resources

Chapter 11 - Using Volume Activation
Activation Options
Key Management Service
Multiple Activation Key
Volume Activation Scenarios
What if Systems are Not Activated?
Product Keys
Additional Resources

Chapter 12 - Deploying with Microsoft Deployment Toolkit
Introducing MDT 2010
Using LTI with MDT 2010
Customizing MDT 2010
Additional Resources

Part III - Desktop Management
Chapter 13 - Overview of Management Tools
Included Tools
Downloadable Tools
Windows Sysinternals Suite
Windows 7 Enterprise and the Microsoft Desktop Optimization Pack
Microsoft System Center
Introduction to Windows PowerShell Scripting
Additional Resources

Chapter 14 - Managing the Desktop Environment
Understanding Group Policy in Windows 7
Managing Group Policy
Troubleshooting Group Policy
Additional Resources

Chapter 15 - Managing Users and User Data
Understanding User Profiles in Windows 7
Understanding Libraries
Implementing Corporate Roaming
Working with Offline Files
Additional Resources

Chapter 16 - Managing Disks and File Systems
Overview of Partitioning Disks
Working with Volumes
File System Fragmentation
Backup and Restore
Windows ReadyBoost
BitLocker Drive Encryption
Encrypting File System
Symbolic Links
Disk Quotas
Disk Tools
Additional Resources

Chapter 17 - Managing Devices and Services
Understanding Device Installation and Management
Understanding Power Management
Understanding Services
Additional Resources

Chapter 18 - Managing Printing
Enhancements to Printing in Windows 7
How Printing Works in Windows 7
Understanding the Print Management Console
Managing Printers Using Print Management
Client-Side Management of Printers
Managing Client-Side Printer Experience Using Group Policy
Deploying Printers Using Group Policy
Migrating Print Servers
Monitoring and Troubleshooting Printers
Additional Resources

Chapter 19 - Managing Search
Search and Indexing Enhancements
How Windows Search Works
Managing Indexing
Using Search
Troubleshooting Search and Indexing Using the Built-in Troubleshooter
Additional Resources

Chapter 20 - Managing Windows Internet Explorer
Internet Explorer 8 Improvements
Improvements Previously Introduced in Internet Explorer 7
Managing Internet Explorer Using Group Policy
Using the Internet Explorer Administration Kit
Troubleshooting Internet Explorer Problems
Additional Resources

Part IV - Desktop Maintenance
Chapter 21 - Maintaining Desktop Health
Performance Monitoring
Resource Monitor
Reliability Monitor
Windows Performance Tools Kit
Event Monitoring
Using Task Scheduler
Understanding the Windows System Assessment Tool
Understanding Windows Error Reporting
Additional Resources

Chapter 22 - Supporting Users with Remote Assistance
Understanding Remote Assistance
Implementing and Managing Remote Assistance
Additional Resources

Chapter 23 - Managing Software Updates
Methods for Deploying Updates
Manually Installing, Scripting, and Removing Updates
Managing BITS
Windows Update Group Policy Settings
Configuring Windows Update to Use a Proxy Server
Tools for Auditing Software Updates
Troubleshooting the Windows Update Client
The Process of Updating Network Software
How Microsoft Distributes Updates
Additional Resources

Chapter 24 - Managing Client Protection
Understanding the Risk of Malware
User Account Control
Using Windows Defender
Network Access Protection
Additional Resources

Part V - Networking
Chapter 25 - Configuring Windows Networking
Usability Improvements
Manageability Improvements
Core Networking Improvements
Improved APIs
How to Configure Wireless Settings
How to Configure TCP/IP
How to Connect to AD DS Domains
Additional Resources

Chapter 26 - Configuring Windows Firewall and IPsec
Understanding Windows Firewall with Advanced Security
Managing Windows Firewall with Advanced Security
Additional Resources

Chapter 27 - Connecting Remote Users and Networks
Enhancements for Connecting Remote Users and Networks in Windows 7
Supported Connection Types
Configuring VPN Connections
Configuring Dial-Up Connections
Managing Connections Using Group Policy
Using Remote Desktop
Additional Resources

Chapter 28 - Deploying IPv6
Understanding IPv6
IPv6 Enhancements in Windows 7
Configuring and Troubleshooting IPv6 in Windows 7
Planning for IPv6 Migration
Additional Resources

Part VI - Troubleshooting
Chapter 29 - Configuring Startup Troubleshooting Startup Issues
What's New with Windows Startup
Understanding the Startup Process
Important Startup Files
How to Configure Startup Settings
The Process of Troubleshooting Startup
Additional Resources

Chapter 30 - Troubleshooting Hardware, Driver, and Disk Issues
Windows 7 Improvements for Hardware and Driver Troubleshooting
The Process of Troubleshooting Hardware Issues
How to Diagnose Hardware Problems
How to Use Built-In Diagnostics
How to Troubleshoot Disk Problems
How to Troubleshoot Driver Problems
How to Use System Restore
How to Troubleshoot USB Problems
How to Troubleshoot Bluetooth Problems
Troubleshooting Tools
Additional Resources

Chapter 31 - Troubleshooting Network Issues
Tools for Troubleshooting
The Process of Troubleshooting Network Problems
Additional Resources

Chapter 32 - Troubleshooting Stop Messages
Stop Message Overview
Memory Dump Files
Being Prepared for Stop Errors
Common Stop Messages
Hardware Malfunction Messages
Stop Message Checklist
Additional Resources

Accessibility in Windows 7
Ease of Access Center
Windows Speech Recognition
Assistive Technology Products
Microsoft Accessibility Resource Centers
Additional Resources


Table of Contents
Windows 7—Step by Step
Introducing Windows 7
Windows 7 Editions
Minimum System Requirements
Installing Windows 7

Features and Conventions of This Book
Using the Practice Files
Installing the Practice Files
Locating the Practice Files
Removing and Uninstalling the Practice Files

Information for New Computer Users
Your Mouse
Your Keyboard
Commands, Buttons, and Keyboard Shortcuts
Dialog Boxes and Message Boxes

Getting Help
Getting Help with This Book and Its Companion CD
Getting Help with Windows 7
More Information

Part 1 - Getting Started with Windows 7
Chapter 1 - Explore Windows 7
Logging on to Windows 7
Exploring the Desktop
Using the Start Menu
Using the Windows Taskbar
Exploring Control Panel
Finding Information about Your Computer System
Updating Windows System Files
Ending a Computing Session
Key Points

Chapter 2 - Manage User Accounts
Understanding User Accounts and Permissions
Creating a User Account
Managing a User Account
Limiting Computer Access
Disabling or Deleting a User Account
Key Points

Chapter 3 - Manage Your Network
Connecting to a Network
Creating a Homegroup
Working with a Homegroup
Sharing Files on Your Network
Managing a Network Connection
Key Points

Chapter 4 - Navigate Windows and Folders
Working with Windows
Understanding Files, Folders, and Libraries
Finding Your Way around Your Computer
Connecting to Network Resources
Finding Specific Information
Key Points

Chapter 5 - Manage Folders and Files
Viewing Folders and Files in Different Ways
Working with Folder and File Properties
Creating and Renaming Folders and Files
Moving and Copying Folders and Files
Deleting and Recovering Folders and Files
Creating Shortcuts
Key Points

Part 2 - Experiencing the World Wide Web
Chapter 6 - Connect to the Web
Connecting to the Internet
Setting up Internet Explorer 8
Displaying Web Sites
Working with Tabs and Pages
Key Points

Chapter 7 - Work with Web Pages and Sites
Working with Web Page Content
Subscribing to Web Feeds
Finding, Saving, and Returning to Web Sites
Sending Web Pages and Links
Key Points

Chapter 8 - Manage Internet Explorer
Personalizing Internet Explorer 8
Blocking Pop-up Windows
Configuring Internet Security Zones
Restricting Objectionable Content
Key Points

Part 3 - Managing Your Computer
Chapter 9 - Change Visual Elements
Applying a Standard Theme
Modifying a Theme
Implementing a Screen Saver
Displaying More or Less Information
Key Points

Chapter 10 - Change System Settings
Modifying the Start Menu
Modifying the Taskbar
Managing the Date and Time Display
Changing the Computer Name
Configuring Power Options
Key Points

Chapter 11 - Work with Programs
Exploring Windows 7 Programs
Using and Modifying Desktop Gadgets
Exploring Windows Live Programs and Services
Installing and Removing Programs
Starting Programs Automatically
Specifying Default Programs
Key Points

Chapter 12 - Set up Hardware Devices
Installing Peripheral Devices
Sharing a Local Printer
Connecting to a Remote Printer
Displaying Your Desktop on Multiple Screens
Setting up Sound Devices
Changing the Way Your Mouse Works
Changing the Way Your Keyboard Works
Rating Your Computer's Hardware
Locating Device Information
Key Points



Wednesday, October 14, 2009

Parenting Style - Are you a nurturing parent or a controlling parent to your children?


What is your Parenting Style? Are you a nurturing parent or a controlling parent to your children?

The nurturing parent:
 Is direct
 Is protective
 Nurtures
 Offers constructive criticism
 Encourages
 Is loving
 Loves unconditionally
 Shares power
 Supports
 Safeguards you against threat
 Is nonjudgmental
 Wants the best for you
 Is responsible
 Cares for you and others
 Is your own best friend
 Listens
 Looks after your health
 Is sympathetic
 Sees you have friends who care
 Has a built-in guide for survival
 Warns you of danger
The nurturing inner parent can also be overprotective and smothering.

The controlling parent:
 Tells you the do's and don'ts.
 Makes sure you do the right things.
 Deals only in "acceptable" behavior.
The controlling inner parent can also be hypercritical, demanding, conditional, judgmental, and manipulative.


Monday, October 12, 2009

Key People Skills - Relationship Skills. 7 Essential Interpersonal Relationship Skills.

Cultivate good relationship skills with these 7 Essential Interpersonal Relationship Skills.

Relationship Skills
1. Understanding yourself
? Identifying your feelings accurately
? Understanding the influence of your background

2. Talking about yourself
? Communicating well using nonverbal language
? Ability to "own" your thoughts and feelings
? Expressing feelings appropriately
? Sharing personal information

3. Developing relationships
? Revealing strengths and weaknesses
? Giving feedback
? Receiving feedback
? Identifying and overcoming barriers to trust
? Discussing your relationships constructively

4. Defining yourself
? Overcoming mental barriers to assertion
? Expressing wants
? Taking the initiative
? Coping with others' negative behavior
? Not allowing others to define you on their terms

5. Disciplined listening
? Awareness of your barriers to listening
? Being a safe person to talk to
? Understanding verbal and nonverbal language
? Tuning in to the feelings of others
? Actively showing attentivenes
? Being able to step into another's world

6. Helpful responding
? Communicating understanding of another's words
? Communicating understanding of another's feelings
? Ability to help another clarify a problem
? Helping another generate solutions

7. Managing anger and conflict
? Awareness of when you feel angry
? Expressing your anger constructively
? Handling criticism constructively
? Showing a problem-solving orientation
? Being collaborative rather than competitive
? Assuming responsibility for managing conflict


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Whether you're a novice or an expert home cook, you will always looking to sharpen your cooking and culinary skills with expert guides, tips, tricks, recipes, techniques to create memorable meals. A strong passion for food, proper education and hands-on experience are essential ingredients to become professional chefs. You also have to be organized, adaptable, creative - know what to do when vital ingredient for your dish is missing, able to make changes & additions to fit your taste. There are many areas of improvement: cooking techniques, Sauce Making techniques, Stock Making techniques, kitchenware tools/instruments selection, kitchen preparation, food preparation, food safety, proper knife skills, quality ingredient selection and substitutions, cooking times, and many more. The popular way to learn cooking and food preparation is with step-by-step instructions, video demonstrations, up-to-date culinary tips and advice, tasty recipes, how-to articles and illustrated tutorials from professional chefs.

Learn from the big fat duck cookbook to conquer the kitchen and unleash your inner chef. The Fat Duck has been voted the Best Restaurant in the World by a peer group of top chefs twice. You'll appreciate the 50 of his signature recipes - sardine on toast sorbet, salmon poached with liquorice, hot and iced tea, chocolate wine. Experienced cooks looking for new methods and recipes will be delighted with some of creative dishes and recipes presented there - Nitro-scrambled bacon and egg ice cream. You'll learn more than just signature recipes, but also the creative scientific way to make best taste and best looking meal.

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Wednesday, October 7, 2009

34 Tips on Building Positive Work Relationships. Developing Healthy Relationships in Workplace.


Here are 34 Tips on Building Positive Work Relationships:

 Be tolerant of others' weaknesses.
 Be tolerant of your own weaknesses. Don't be self-critical in front of another person, because, after a while, both of you will believe it.
 Be a good listener.
 Remember that physical warmth bonds people together. Try touching, a wink, eye-to-eye contact, a smile.
 Don't expect closeness through inappropriate behavior. Pouting, withdrawing, or being curt, negative, and whiney seldom draw people closer. Own up to your emotions and feelings and express them in an open, honest, clear, and direct way.
 Learn to give and accept praise. Compliment people on their character, not on their appearance. If you don't accept praise, people will eventually stop giving it.
 If you need to scream at someone, do it at the right person. Don't take it out on your spouse, children, or yourself.
 Learn to say "no" to yourself and others when, after objective self-assessment, it seems the appropriate thing to do. Rescuers and do-gooders are often resentful because they expect, but receive, little in return.
 When confronted, listen to what the other person has to say without expressing the typical defensive, reactive self that resides in each of us. No one likes to be criticized, but change cannot occur without self-awareness, which in turn cannot develop without feedback. Learn to ask for feedback. Be honest with your feelings to yourself and others.
 Learn to be direct, open, and clear in giving messages. Don't be afraid to express your negative emotions. The key to self-expression is how you state your feelings. Most relationships are strengthened through the creative use of conflict.
 Make time for yourself. Learn to look after yourself without always feeling selfish or guilty.
 Make time for others. Time is a matter of priorities. If you want to do something badly enough for yourself or another, you will make the time.
 Remember that 70 percent of your communication is nonverbal. Be in touch with the messages conveyed by your body language, voice inflection, posture, and facial expressions.
 Avoid "winning" situations. If you "win" a discussion, it is at the expense of someone else, and you have to deal with that person's feelings. No one is right all the time. Nor can you be all things to all people at all times.
 Tackle life's problems systematically. People who are stressed try to undo their "mistakes" in a hurry. Set realistic personal and other-directed goals. If you don't succeed, don't give up. You might need to adjust your goals or simply keep trying.
 Come to accept the fact that not all life's conflicts, including your own, may be resolvable, now or in the future. Some people and situations simply can't or don't want to change. Don't expect yourself or another to alter behavior without proper know-how and motivation.
 Learn to set limits with yourself and others. Avoid being the rescuer or doormat. Failing to set limits leads to resentment.
 You don't have to justify your every move in life. An honest response is appropriate, but avoid feeling the need to make excuses for your actions. Also, don't cop out of any responsibility when someone else is depending on you. If the world becomes angry with you, it might be because you have become undependable.
 Finish unfinished business. Whenever you suppress a feeling, it will eventually manifest itself magnified many times over. Beware of depression, illness, or emotional outbursts as expressions of suppression.
 Offer your point of view when it is asked for.
 Trust within relationships is critical, particularly with today's emphasis on team management. Friendships, families, and organizations need trust to operate effectively. When people trust each other, everything works better. But trust doesn't come automatically; it must be earned. Strong trust-builders:
 Sincerely regret doing wrong to others and are quick to apologize when they do something wrong
 Are good listeners
 Look out for other people's interests as well as their own
 Are fair in their dealings with everyone
 Clarify their intentions so that others will understand their actions
 Seek input on issues from the people who will be affected by their decisions or actions
 Generously praise people
 Willingly cooperate with their colleagues and are more interested in achieving good results than in who will get the credit
 Strive to understand how others feel and are sensitive and empathetic to others' feelings
 Keep promises—you can rely on them to do what they said they would do
 Tell the truth, even when it might be painful or to their disadvantage
 Are genuinely interested in other people and have a high relationship orientation
 Care about others and treat others the way in which they would want to be treated themselves


Tuesday, October 6, 2009

How to Balance Your Life and Work Effectively. The Physical, Mental, Emotional, and Spiritual dimensions of Living.


Balancing Life and Work

Is your life out of balance? Do you spend more time at work than you would like? Do you concentrate too much on meeting everyone else's needs? How do your own needs get met?

There are four aspects of living that need your attention: the physical, mental, emotional, and spiritual dimensions. Paying too little attention to any one of them will create the feeling of being out of sync with yourself. Appropriate attention to each dimension will give you the power to find the right mix of priorities and actions for creating a balance between life and work. When you're in balance, you are more creative and more productive. Listed below are some actions you can take in each of the dimensions that will assist you in creating more balance between work and life:

1. Your physical self at work:
 Take frequent breaks.
 If you find you are sitting down a lot, stand up and move around approximately every 15 minutes.
 If you're on your feet, wear comfortable shoes, stretch your back and legs, and sit down periodically.
 Invest in an ergonomically correct work area.
 Take time for well-balanced meals.

2. Your physical self in life:
 Exercise.
 Rest and relax your body.
 Get the appropriate amount of sleep you need.
 Eat nutritious foods. —Refrain from smoking
 If you drink alcohol, do so in moderation.

3. Your emotional self at work:
 Monitor the emotions you feel.
 Take time to process what you observe.
 Refrain from dumping your feelings on someone else, especially when
 you're feeling angry.
 Take a break before dealing with an emotionally charged situation so that you can respond in an appropriate manner.
 At the end of the working day, release all your concerns so that you can be ready for time outside of work. —Leave work at work.

4. Your emotional self in life:
 Take time for yourself daily.
 Meditate, commune with nature, or read inspirational material.
 Sit and do nothing.
 Become comfortable with who you are outside of your title and occupation.

5. Your mental self at work:
 Plan your work and your time.
 Look for ways to eliminate time-bandits by using technology, unclut-tering your office, and saying "no" to requests that don't fit in with your master plan. Set reasonable schedules for project completion.
 Delegate any work you don't really need to do yourself.

6. Your mental self in life:
 Schedule family and personal activities.
 Unclutter your home.
 Let go of perfectionist tendencies about how things should be.
 Set goals that allow you to discover yourself.
 Pursue a variety of interests unrelated to work.

7. Your spiritual self at work:
 Align yourself as truthfully as possible with the organizational direction.
 Reflect daily on your personal goals and behavior.
 Consider whether you're on the most appropriate path for you.
 Determine whether your daily activity is aligned with what you truly want to accomplish.


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