Casual Articles - Business

Is Photography School Your Dream?
Many dream of photography school. It is an art and a passion that few people can take and make use of. But, those that do, really can amaze the world with what they can capture on a single roll of film. But, how can you find the right school to get into? Having the right photography school on your resume really can make a bit of difference. So, take your time in choosing the right school for your choice. Chances are, you’ll have many options to consider when you choose correctly.Here are some things to consider about the photography school that you will choose:• Does the school provide for you the best possible plan of study? It needs to offer to you what you want to learn

nge. Harvard Business Review. November - December.

Catlette, B., and Hadden, R. (1998). Contented cows give better mild: The plain truth about employee relations and your bottom line. Germantown, Tennessee: Saltillo Press.

Connors, R., Smith, T., and Hickman, C. (1994). The oz principle: Getting results through individual and organizational accountability. Paramus, NJ: Prentice Hall.

Duck, J.D. (1993). Managing change: The art of balancing. Harvard Business Review. November - December.

Halpern, B.L., and Lubar, K., (2003). Leadership presence. New York: Gotham Books.

Harvard business review on change, (1998). Boston: Harvard Business School Press.

Hersey, P., Blanchard, K.H. & Johnson, D.E. (2001). Management of organizational behavior: Leading human resources. Upper Saddle River, NJ: Prentice Hall.

Kotter, J.P. (1995). Leading change: Why transformation efforts f

The Challenge Of Getting A Job
The majority of people in the world rely on a job, but each year seems to get more difficult to get a well paying job. The Global economy should have helped to solved the problem, however it's getting more difficult. Companies downsize thousands of employees every year and machines are replacing employees.The Global economy has increase the competition big foreign companies come to the country and crash small businesses and a lot of people loss their jobs. And is not going to get better anytime soon, competition is going to be harder, small businesses will struggle and getting a job will be a challenge.So, what are we going to do?, whats the future of our people that want to have

Productivity during change can be affected positively and negatively by restraining forces and driving forces respectively. Productivity can reach a state of equilibrium between these two opposing forces. However, this balance can be punctuated by a disturbance in one or both of the opposing forces. Therefore, at any given time, the productivity can go up or down depending on the strength or weakness of either the restraining or driving forces. This view of change and transformation is known as punctuated equilibrium.

A leader can use this theory in preparing for change in order to evaluate whether the change is possible to implement and/or to plan actions to better implement the change. To do so, the leader should conduct a force field analysis of both the driving forces behind the change and the restraining forces against the change. He or she can then estimate if there is a reasonable possibility to implement the change or not.

Restraining forces may include market pressures, internal structures and capabilities or resistance from employees. Resistance can be passive or overt. For example, employees may be unenthusiastic to make a change because they have been through previous change efforts which were not totally successful. Because of this, their will to take up another project may be low. In some cases, employees may totally check out of the process, either passively or actively resisting the change. This could include talking negatively about the project with other team members, starting an employee campaign against the project, or other actions which can hurt the successful implementation of the change.

Leaders can do eight steps which will help them manage change efforts more successfully. These include the following:

1. Build an environment of trust with the employees in order to create an environment where employees are more open to ideas and more willing to discuss possibilities and problems associated with change.

2. Link the change effort to a common team value in order to help employees feel they can relate to the change effort at a personal level. This increases the desire and motivation to change.

3. Articulate and communicate a clear message about why the change effort is needed and will help the team. This links the facts and figures supporting the change to the team value. Communication should frequent throughout the effort.

4. Establish a vision with the employees regarding the possible advantages of making the change in order to help the team define for themselves where the change will take them.

5. Collaborate for solutions with team members so that employees have the opportunity to identify the driving and restraining forces in the change effort and identify action steps for implementing steps to implement the change and overcome the restraining forces.

6. Establish and celebrate wins along the way. The leader should actively orchestrate wins and celebrations so employees can see that the change effort is important and see that changes in behavior will lead to positive outcomes.

7. The leader must manage performance around the change. This includes coaching those who need support with the change, disciplining or removing those who continually resist the change or have decided to fight against it, rewarding positive changes, hiring employees who have the new capabilities needed in the change effort, etc…

8. Constantly monitor the process and the results to ensure that the change effort is on track.

References:

Coillet, A., (2005). Changing how leaders lead change. www.accomligroup.com

Beer, M., Eisenstat, R., and Spector, B. (1990). Why change programs don't produce change. Harvard Business Review. November - December.

Catlette, B., and Hadden, R. (1998). Contented cows give better mild: The plain truth about employee relations and your bottom line. Germantown, Tennessee: Saltillo Press.

Connors, R., Smith, T., and Hickman, C. (1994). The oz principle: Getting results through individual and organizational accountability. Paramus, NJ: Prentice Hall.

Duck, J.D. (1993). Managing change: The art of balancing. Harvard Business Review. November - December.

Halpern, B.L., and Lubar, K., (2003). Leadership presence. New York: Gotham Books.

Harvard business review on change, (1998). Boston: Harvard Business School Press.

Hersey, P., Blanchard, K.H. & Johnson, D.E. (2001). Management of organizational behavior: Leading human resources. Upper Saddle River, NJ: Prentice Hall.

Kotter, J.P. (1995). Leading change: Why transformation efforts fa

Chef as Culinary Arts Profession
When most people think about career in culinary arts, they often conjure up the image of someone serving food in big restaurants with a big chef’s cap on the head. Well, chef is by far the most common and most popular profession in the culinary arts field. Many of those who take up culinary arts studies wanted to become a professional chef and it is so fortunate for them that more than a hundred of the culinary arts schools in the world these days are offering chef courses for those who want the profession.Chef as culinary arts profession has been around for a number of years. Thousands of people have already gained the title and many of them are now serving the restaurants, hotels, r

hange or not.