Room One | Quizalize

A Prairie Guard Dog I am on a journey. My trip is to a prairie. It is in the outdoor world called nature. Many animals live in a prairie habitat. This place has what prairie dogs need to survive. A prairie has a lot of grasses but few trees. Without places to hide, a prairie can be dangerous for some animals. Good Morning! It is early in the morning. First, I see a prairie dog. I name him Pete. He peeks his head out of his burrow underground. He looks around. Then Pete calls loudly to his family, "Yip!" He lets them know it is safe to come out. Soon four prairie dogs come out. Pete is the guard and he is restless. He cannot rest because he is always looking around for danger. This allows the other prairie dogs to safely munch on grasses and seeds. They can also groom each other or work on their burrow. A Scare Oh no! Pete spies a large badger! When he sees it, he gives a loud bark, "Yap! Yap!" His family recognizes the warning. Some hide in tall grasses, and some jump into the burrow. The badger runs at Pete, but the watchful guard is able to escape into the burrow. I am glad he is able to get away from danger. After a few minutes, Pete peeks his head out again and he is back on the job. Break Time The sun gets higher, and it is hot now. The prairie dogs slip into their deep burrow where it is cooler. Even Pete goes in. Tunnels, like hallways, lead to different areas. There is a sleeping room. There is a room used like a bathroom. The prairie dogs cover up roots and seeds in one room. Later, they eat the buried food there. Second Shift I keep watching the burrow. Finally, the sun begins to set and a different prairie dog peeks its head out. I name him Gary. Pete must be off duty. "Yip," Gary calls. The other prairie dogs come back out. The prairie dogs eat and play until the moon is high in the sky. Then they go to sleep in their burrows. I wonder if Pete will be back on duty. I will see in the morning.

My brother lives in a flat in the city centre on the ground (1) block / floor. The flat is nice but it’s really (2) huge / tiny – only 26 m2! It’s got one larger room, which he uses as the bedroom, a living room and a kitchen. The kitchen section has a cooker, a fridge and a small (3) sink / lounge to wash the dishes. There’s not much furniture in the room, either, just a sofa, a coffee table and a (4) chest of drawers / basin where he keeps his clothes.

Chapter One: Management Today The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers ealy with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities

Save the World One day, Simon's mother asks him what he wants to do when he grows up. "Save the world!" he says. His mother smiles and says, "I'm glad to hear that. But can you save your world first?" "What?" asks Simon. "Clean up your room, can you do that?" says the mother. "Yes... I can!" says Simon.

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