Wednesday, October 28, 2009
Natural Language Processing
What are the most significant, valuable markets for natural language processing?
http://www.linkedin.com/answers/technology/software-development/TCH_SFT/558761-13137831
http://www.linkedin.com/answers/technology/software-development/TCH_SFT/558761-13137831
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First Name Christopher
Last Name Stanley
Title Independent Learning Consultant
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Login
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Your application has been received.
Special Libraries Association is pleased to confirm the receipt of your membership application. This page serves as a confirmation of your application and as a receipt for your records. This information has also been sent to your email address.
Thank you for applying.
For immediate access to the members-only features of the SLA website, you may log in with the following account information:
Member ID: 83641
Password: stanley
Application Summary
Contact Info
Prefix Mr.
First Name Christopher
Last Name Stanley
Title Independent Learning Consultant
Organization
Department
Preferred Mailing AddressAddress Type: HOME
Address 110a Mile End Road, Whitechapel
Address Line 2
Address Line 3
City London
State/Province
Postal Code E1 4UN
Country United Kingdom
Alternate Mailing AddressAddress Type:
Address
Address Line 2
Address Line 3
City
State/Province
Postal Code
Country
Telephone / EmailBusiness Phone 0044-207-096-0338
Home Phone 00966-50911-0674
Fax Phone
Email (Preferred) cnstanley@yahoo.com
Email (Alternate) amazonfly@gmail.com
Member Number 83641
Membership Type* AE
Total Price 35.00
*Membership Types
AM/AU/AM3 - Full Member
AG - Organizational Member
AS - Student Member
AV - Virtual Member
Home Contact Us Join SLA Site Map SLA Store Privacy Statement
Problem Solving techniques
Mindtools on Problem solving techniques
Better than Skillsoft?
Mindtools $27 a month memebership
Problem Solving Techniques
The tools in this section help you solve complicated business problems.
By using these techniques, you can start to tackle problems that might otherwise seem huge, overwhelming, and excessively complex.
As such, these tools give you a starting point in solving problems that would leave other people feeling helpless, and intimidated by the situation.
The section starts with some simple complexity skills. It then moves on to look at more powerful, 'industrial strength" techniques like use of Systems Diagrams, SWOT Analysis, Cash Flow Forecasting and Risk Analysis. We conclude with four powerful business strategy tools: Porter's Five Forces, PEST Analysis, Value Chain Analysis and USP Analysis.
Enjoy using these tools!
Problem Solving Techniques - Start Here!
Appreciation - Extracting maximum information from facts
5 Whys - Getting quickly to the root of a problem.
Cause & Effect Diagrams - Identifying likely causes of problems
Affinity Diagrams - Organizing ideas into common themes
Appreciative Inquiry - Solving problems by looking at what's going right
Flow Charts - Understanding process flows
Risk Analysis and Risk Management
SWOT - Analyzing your strengths, weaknesses, opportunities and threats
PEST Analysis - Understanding "big picture" forces of change
The Marketing Mix and the 4 Ps - Understanding how to position your market offering
The Ansoff Matrix - Understanding the different risks of different options
The Boston Matrix - Focusing effort to give the greatest returns
Porter's Five Forces - Understanding the balance of power in a situation
Core Competence Analysis - Get ahead. Stay ahead.
USP Analysis - Finding your competitive edge
Critical Success Factors - Identifying the things that really matter for success
The Greiner Curve - Surviving the crises that come with growth
The McKinsey 7S Framework - Ensuring all parts of your organization work in harmony
Career Excellence Club Member Tools: (How to become a member)
Using Aides Memoire - Feeding experience back into problem solving
SIPOC Diagrams - Making sure your change process serves everyone
Inductive Reasoning - Drawing good generalized conclusions
Avoiding Logical Fallacies - What they are, and how to avoid them
Soft Systems Methodology (SSM) - Understanding very complex issues
Queuing Models - Optimizing service and resources
Activity-Based Costing (ABC) - Understanding what really drives costs
CATWOE - Understanding the different elements that contribute to a problem
Swim Lane Diagrams - Mapping and improving processes in your organization
Failure Mode and Effects Analysis (FMEA) - Spotting problems before a solution is implemented
Download the Problem Solving Section of Mind Tools in PDF format to browse and print at your leisure...
Subscribe to our newsletter - so we can tell you about new mind tools
The first article explains the context into which these tools fit. To read it, click "Next Article" below. Other relevant destinations are shown in the "Extension Resources" list underneath.
Spread the word:
Better than Skillsoft?
Mindtools $27 a month memebership
Problem Solving Techniques
The tools in this section help you solve complicated business problems.
By using these techniques, you can start to tackle problems that might otherwise seem huge, overwhelming, and excessively complex.
As such, these tools give you a starting point in solving problems that would leave other people feeling helpless, and intimidated by the situation.
The section starts with some simple complexity skills. It then moves on to look at more powerful, 'industrial strength" techniques like use of Systems Diagrams, SWOT Analysis, Cash Flow Forecasting and Risk Analysis. We conclude with four powerful business strategy tools: Porter's Five Forces, PEST Analysis, Value Chain Analysis and USP Analysis.
Enjoy using these tools!
Problem Solving Techniques - Start Here!
Appreciation - Extracting maximum information from facts
5 Whys - Getting quickly to the root of a problem.
Cause & Effect Diagrams - Identifying likely causes of problems
Affinity Diagrams - Organizing ideas into common themes
Appreciative Inquiry - Solving problems by looking at what's going right
Flow Charts - Understanding process flows
Risk Analysis and Risk Management
SWOT - Analyzing your strengths, weaknesses, opportunities and threats
PEST Analysis - Understanding "big picture" forces of change
The Marketing Mix and the 4 Ps - Understanding how to position your market offering
The Ansoff Matrix - Understanding the different risks of different options
The Boston Matrix - Focusing effort to give the greatest returns
Porter's Five Forces - Understanding the balance of power in a situation
Core Competence Analysis - Get ahead. Stay ahead.
USP Analysis - Finding your competitive edge
Critical Success Factors - Identifying the things that really matter for success
The Greiner Curve - Surviving the crises that come with growth
The McKinsey 7S Framework - Ensuring all parts of your organization work in harmony
Career Excellence Club Member Tools: (How to become a member)
Using Aides Memoire - Feeding experience back into problem solving
SIPOC Diagrams - Making sure your change process serves everyone
Inductive Reasoning - Drawing good generalized conclusions
Avoiding Logical Fallacies - What they are, and how to avoid them
Soft Systems Methodology (SSM) - Understanding very complex issues
Queuing Models - Optimizing service and resources
Activity-Based Costing (ABC) - Understanding what really drives costs
CATWOE - Understanding the different elements that contribute to a problem
Swim Lane Diagrams - Mapping and improving processes in your organization
Failure Mode and Effects Analysis (FMEA) - Spotting problems before a solution is implemented
Download the Problem Solving Section of Mind Tools in PDF format to browse and print at your leisure...
Subscribe to our newsletter - so we can tell you about new mind tools
The first article explains the context into which these tools fit. To read it, click "Next Article" below. Other relevant destinations are shown in the "Extension Resources" list underneath.
Spread the word:
Making Effective Decisions (downside, cost/benefit/who need to be involved)
http://www.teambuildingusa.com/article-making-effective-decisions.asp
Five Levels of Decision Making
J.T. Taylor, M.A.
Leaders make solid decisions and commit to seeing them through. Losers put off decisions and mess around with them once they are made. A key skill in becoming a successful leader is the skill of decision making. It is surprising how many people don't like to make decisions. They do all kinds of things to keep the moment of decision at arms length including: gathering more data, talking to more people, not thinking about the decision, fretting over who the decision might offend, worrying about the resources needed to pull the decision off, hoping the problem will go away on its own, etc. Good leaders develop the skill of making the best decision possible with the best information possible in the timeliest manner. They are quick to decide and quick to take responsibility for their decisions - positive or negative.
Successful leaders have learned that action is vital. They know procrastination kills. There live with the reality of consequences and know there will always be uncertainty in decisions. No one can see all possible ramifications; no one can predict every contingency; no one can absolutely prevent failure. Leaders know that failure is not final, it is a learning opportunity. The real danger surrounding decision making is not "will I make the wrong decision" but "did I make the best decision possible given the facts and circumstances". Strong leaders will always recover from poor decisions - they learn and become wiser. But losers will mess around and miss opportunities. And once they finally make a decision, chances are their decision will have no momentum, no passion and no urgency.
In addition to a bias for action, good decision makers approach decision making with some foundational strategies. These strategies can best be summed up with three questions:
1. What is the downside?
If the liability involved is significant, and is even marginally possible, then the decision is "no, go find other options." One of the leader's most important jobs is to protect the organization. Exposing the organization to undue risk is never wise.
2. What is the cost/benefit ratio?
Every decision is a trade-off between costs (usually company resources) and benefits (usually claims aimed at increasing company resources). Smart leaders use the cost/benefit ratio to leverage growth and profitability. Good decisions are highly leveraged with low cost/high benefit. Poor decisions are high cost/low benefit. When leaders find low cost/high benefit opportunities (with minor liability of course) the decision is, "Yes, let's do it."
3. Who needs to be involved with this decision?
Good leaders understand that making decisions goes far beyond being in charge and calling the shots. Decision making is also one of the best developmental tools at their disposal. In order to create momentum around decisions the leader must cultivate commitment. Asking for input, especially from key stakeholders, is critical for momentum and effective implementation.
The Five Levels of Decision Making
The following are five levels of involvement leaders use when deciding who should be part of the decision making process:
Level One: Leader makes the decision alone.
This is used especially in emergency situations where immediate action is critical. Input is not helpful, quick action and immediate compliance is what counts.
Level Two: Leader makes the decision with input from key stakeholders.
The leader seeks input, usually to cover blind spots and enhance their depth of understanding around the issue to be decided. Stakeholders hold important information and not consulting them would be foolish.
Level Three: Consensus building - leader gets final say.
Leader solicits input from a variety of sources, builds consensus around a specific direction, allows the group to make a recommendation of which the leader must finally approve. This level takes considerable skill and is where developing leaders often make mistakes. Solid decision makers are well versed in the skill sets of this level.
Level Four: Delegate the decision to someone else.
The authority and responsibility are clearly shifted away from the leader (usually to a direct report). Both the leader and the direct report live with the consequences - good or bad. The leader reviews the decision, but does not change it and uses it as an opportunity for development.
Level Five: True consensus.
Leader fully delegates the decision to a group (usually a committee). If the leader is part of the committee then he/she is just one vote among many. The group processes all the decisions involved, compromises positions until everyone is in agreement.
Strong leaders understand the process decisions must go through to be effective. As leaders move higher in organizations the demand upon their time and influence also increases. The temptation to use the power of position to make things happen is high. Rookie leaders will often get caught in this trap and learn expensive lessons when decisions go bad. Hopefully you can avoid these mistakes and make effective decision by using the three questions.
Five Levels of Decision Making
J.T. Taylor, M.A.
Leaders make solid decisions and commit to seeing them through. Losers put off decisions and mess around with them once they are made. A key skill in becoming a successful leader is the skill of decision making. It is surprising how many people don't like to make decisions. They do all kinds of things to keep the moment of decision at arms length including: gathering more data, talking to more people, not thinking about the decision, fretting over who the decision might offend, worrying about the resources needed to pull the decision off, hoping the problem will go away on its own, etc. Good leaders develop the skill of making the best decision possible with the best information possible in the timeliest manner. They are quick to decide and quick to take responsibility for their decisions - positive or negative.
Successful leaders have learned that action is vital. They know procrastination kills. There live with the reality of consequences and know there will always be uncertainty in decisions. No one can see all possible ramifications; no one can predict every contingency; no one can absolutely prevent failure. Leaders know that failure is not final, it is a learning opportunity. The real danger surrounding decision making is not "will I make the wrong decision" but "did I make the best decision possible given the facts and circumstances". Strong leaders will always recover from poor decisions - they learn and become wiser. But losers will mess around and miss opportunities. And once they finally make a decision, chances are their decision will have no momentum, no passion and no urgency.
In addition to a bias for action, good decision makers approach decision making with some foundational strategies. These strategies can best be summed up with three questions:
1. What is the downside?
If the liability involved is significant, and is even marginally possible, then the decision is "no, go find other options." One of the leader's most important jobs is to protect the organization. Exposing the organization to undue risk is never wise.
2. What is the cost/benefit ratio?
Every decision is a trade-off between costs (usually company resources) and benefits (usually claims aimed at increasing company resources). Smart leaders use the cost/benefit ratio to leverage growth and profitability. Good decisions are highly leveraged with low cost/high benefit. Poor decisions are high cost/low benefit. When leaders find low cost/high benefit opportunities (with minor liability of course) the decision is, "Yes, let's do it."
3. Who needs to be involved with this decision?
Good leaders understand that making decisions goes far beyond being in charge and calling the shots. Decision making is also one of the best developmental tools at their disposal. In order to create momentum around decisions the leader must cultivate commitment. Asking for input, especially from key stakeholders, is critical for momentum and effective implementation.
The Five Levels of Decision Making
The following are five levels of involvement leaders use when deciding who should be part of the decision making process:
Level One: Leader makes the decision alone.
This is used especially in emergency situations where immediate action is critical. Input is not helpful, quick action and immediate compliance is what counts.
Level Two: Leader makes the decision with input from key stakeholders.
The leader seeks input, usually to cover blind spots and enhance their depth of understanding around the issue to be decided. Stakeholders hold important information and not consulting them would be foolish.
Level Three: Consensus building - leader gets final say.
Leader solicits input from a variety of sources, builds consensus around a specific direction, allows the group to make a recommendation of which the leader must finally approve. This level takes considerable skill and is where developing leaders often make mistakes. Solid decision makers are well versed in the skill sets of this level.
Level Four: Delegate the decision to someone else.
The authority and responsibility are clearly shifted away from the leader (usually to a direct report). Both the leader and the direct report live with the consequences - good or bad. The leader reviews the decision, but does not change it and uses it as an opportunity for development.
Level Five: True consensus.
Leader fully delegates the decision to a group (usually a committee). If the leader is part of the committee then he/she is just one vote among many. The group processes all the decisions involved, compromises positions until everyone is in agreement.
Strong leaders understand the process decisions must go through to be effective. As leaders move higher in organizations the demand upon their time and influence also increases. The temptation to use the power of position to make things happen is high. Rookie leaders will often get caught in this trap and learn expensive lessons when decisions go bad. Hopefully you can avoid these mistakes and make effective decision by using the three questions.
Webmethods fabic Product Suite
http://searchsoa.techtarget.com/sDefinition/0,,sid26_gci797917,00.html
webMethods
Show me everything on Enterprise Application Integration (EAI)
- webMethods is a company that specializes in business process integration software for the enterprise. The company's flagship product suite, , provides an integrated platform that includes both service-oriented architecture (SOA) and business process management (BPM). The webMethods Fabric suite is used by 1,500 customers around the globe.
The webMethods Fabric product suite enables a process-centered approach to business problems so that users can take advantage of their existing IT assets, which leads to greater efficiency and speed of implementation. Optimizing the efficiency of business processes leads to improved business process productivity and ROI.
webMethods was founded in 1996 and is based in Fairfax, Virginia. The company has offices throughout the United States, Europe, Asia Pacific and Japan. webMethods (WEBM) is publicly traded on the Nasdaq.
Learn more about Enterprise Application Integration (EAI)
The difference between EAI and ESB: What is the difference between enterprise application integration (EAI) and the enterprise service bus (ESB)?
Enterprise Service Bus (ESB): Lasting concept or latest buzzword?: A new term has appeared in the field of application integration: the "enterprise service bus" (ESB).
ESB Tutorial: Our new ESB tutorial provides the expert advice, definitions, implementation examples, trends and news you need to get started with or optimize the performance of an enterprise service bus.
SOA Data Integration Tutorial: This tutorial will focus on data services, data governance, XML, REST, data mashups, business intelligence (BI), XQuery, Service Data Objects (SDO) and ADO.NET.
The EAI vendor in sheep's clothing: A new SearchWebServices.com cartoon.
Back to basics: EAI: Integrating every level of an enterprise is complicated, but we're here to help. Here are some resources to educate you on obtaining seamless integration within your organization.
webMethods
Show me everything on Enterprise Application Integration (EAI)
- webMethods is a company that specializes in business process integration software for the enterprise. The company's flagship product suite, , provides an integrated platform that includes both service-oriented architecture (SOA) and business process management (BPM). The webMethods Fabric suite is used by 1,500 customers around the globe.
The webMethods Fabric product suite enables a process-centered approach to business problems so that users can take advantage of their existing IT assets, which leads to greater efficiency and speed of implementation. Optimizing the efficiency of business processes leads to improved business process productivity and ROI.
webMethods was founded in 1996 and is based in Fairfax, Virginia. The company has offices throughout the United States, Europe, Asia Pacific and Japan. webMethods (WEBM) is publicly traded on the Nasdaq.
Learn more about Enterprise Application Integration (EAI)
The difference between EAI and ESB: What is the difference between enterprise application integration (EAI) and the enterprise service bus (ESB)?
Enterprise Service Bus (ESB): Lasting concept or latest buzzword?: A new term has appeared in the field of application integration: the "enterprise service bus" (ESB).
ESB Tutorial: Our new ESB tutorial provides the expert advice, definitions, implementation examples, trends and news you need to get started with or optimize the performance of an enterprise service bus.
SOA Data Integration Tutorial: This tutorial will focus on data services, data governance, XML, REST, data mashups, business intelligence (BI), XQuery, Service Data Objects (SDO) and ADO.NET.
The EAI vendor in sheep's clothing: A new SearchWebServices.com cartoon.
Back to basics: EAI: Integrating every level of an enterprise is complicated, but we're here to help. Here are some resources to educate you on obtaining seamless integration within your organization.
webMethods
Show me everything on Enterprise Application Integration (EAI)
- webMethods is a company that specializes in business process integration software for the enterprise. The company's flagship product suite, , provides an integrated platform that includes both service-oriented architecture (SOA) and business process management (BPM). The webMethods Fabric suite is used by 1,500 customers around the globe.
The webMethods Fabric product suite enables a process-centered approach to business problems so that users can take advantage of their existing IT assets, which leads to greater efficiency and speed of implementation. Optimizing the efficiency of business processes leads to improved business process productivity and ROI.
webMethods was founded in 1996 and is based in Fairfax, Virginia. The company has offices throughout the United States, Europe, Asia Pacific and Japan. webMethods (WEBM) is publicly traded on the Nasdaq.
Learn more about Enterprise Application Integration (EAI)
The difference between EAI and ESB: What is the difference between enterprise application integration (EAI) and the enterprise service bus (ESB)?
Enterprise Service Bus (ESB): Lasting concept or latest buzzword?: A new term has appeared in the field of application integration: the "enterprise service bus" (ESB).
ESB Tutorial: Our new ESB tutorial provides the expert advice, definitions, implementation examples, trends and news you need to get started with or optimize the performance of an enterprise service bus.
SOA Data Integration Tutorial: This tutorial will focus on data services, data governance, XML, REST, data mashups, business intelligence (BI), XQuery, Service Data Objects (SDO) and ADO.NET.
The EAI vendor in sheep's clothing: A new SearchWebServices.com cartoon.
Back to basics: EAI: Integrating every level of an enterprise is complicated, but we're here to help. Here are some resources to educate you on obtaining seamless integration within your organization.
webMethods
Show me everything on Enterprise Application Integration (EAI)
- webMethods is a company that specializes in business process integration software for the enterprise. The company's flagship product suite, , provides an integrated platform that includes both service-oriented architecture (SOA) and business process management (BPM). The webMethods Fabric suite is used by 1,500 customers around the globe.
The webMethods Fabric product suite enables a process-centered approach to business problems so that users can take advantage of their existing IT assets, which leads to greater efficiency and speed of implementation. Optimizing the efficiency of business processes leads to improved business process productivity and ROI.
webMethods was founded in 1996 and is based in Fairfax, Virginia. The company has offices throughout the United States, Europe, Asia Pacific and Japan. webMethods (WEBM) is publicly traded on the Nasdaq.
Learn more about Enterprise Application Integration (EAI)
The difference between EAI and ESB: What is the difference between enterprise application integration (EAI) and the enterprise service bus (ESB)?
Enterprise Service Bus (ESB): Lasting concept or latest buzzword?: A new term has appeared in the field of application integration: the "enterprise service bus" (ESB).
ESB Tutorial: Our new ESB tutorial provides the expert advice, definitions, implementation examples, trends and news you need to get started with or optimize the performance of an enterprise service bus.
SOA Data Integration Tutorial: This tutorial will focus on data services, data governance, XML, REST, data mashups, business intelligence (BI), XQuery, Service Data Objects (SDO) and ADO.NET.
The EAI vendor in sheep's clothing: A new SearchWebServices.com cartoon.
Back to basics: EAI: Integrating every level of an enterprise is complicated, but we're here to help. Here are some resources to educate you on obtaining seamless integration within your organization.
Description Of Librarian Duties
http://online.onetcenter.org/link/summary/43-4121.00
Summary Report for:
43-4121.00 - Library Assistants, Clerical
Compile records, sort and shelve books, and issue and receive library materials such as pictures, cards, slides and microfilm. Locate library materials for loan and replace material in shelving area, stacks, or files according to identification number and title. Register patrons to permit them to borrow books, periodicals, and other library materials.
Sample of reported job titles: Library Assistant, Library Clerk, Library Technical Assistant, Acquisitions Assistant, Library Circulation Assistant, Library Services Assistant, Library Aide, Circulation Supervisor, Circulation Representative, Library Associate
Tasks
•Lend and collect books, periodicals, videotapes, and other materials at circulation desks.
•Enter and update patrons' records on computers.
•Process new materials including books, audiovisual materials, and computer software.
•Sort books, publications, and other items according to established procedure and return them to shelves, files, or other designated storage areas.
•Locate library materials for patrons, including books, periodicals, tape cassettes, Braille volumes, and pictures.
•Instruct patrons on how to use reference sources, card catalogs, and automated information systems.
•Inspect returned books for condition and due-date status, and compute any applicable fines.
•Answer routine inquiries, and refer patrons in need of professional assistance to librarians.
•Maintain records of items received, stored, issued, and returned, and file catalog cards according to system used.
•Perform clerical activities such as filing, typing, word processing, photocopying and mailing out material, and mail sorting.
back to top
Knowledge
Clerical — Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, stenography and transcription, designing forms, and other office procedures and terminology.
Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.
English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
Skills
Reading Comprehension — Understanding written sentences and paragraphs in work related documents.
Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
Service Orientation — Actively looking for ways to help people.
Time Management — Managing one's own time and the time of others.
Active Learning — Understanding the implications of new information for both current and future problem-solving and decision-making.
Speaking — Talking to others to convey information effectively.
Instructing — Teaching others how to do something.
Writing — Communicating effectively in writing as appropriate for the needs of the audience.
Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do.
Coordination — Adjusting actions in relation to others' actions.
Abilities
Information Ordering — The ability to arrange things or actions in a certain order or pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words, pictures, mathematical operations).
Near Vision — The ability to see details at close range (within a few feet of the observer).
Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences.
Oral Expression — The ability to communicate information and ideas in speaking so others will understand.
Written Comprehension — The ability to read and understand information and ideas presented in writing.
Category Flexibility — The ability to generate or use different sets of rules for combining or grouping things in different ways.
Speech Clarity — The ability to speak clearly so others can understand you.
Flexibility of Closure — The ability to identify or detect a known pattern (a figure, object, word, or sound) that is hidden in other distracting material.
Speech Recognition — The ability to identify and understand the speech of another person.
Inductive Reasoning — The ability to combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events).
Work Activities
Interacting With Computers — Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information.
Establishing and Maintaining Interpersonal Relationships — Developing constructive and cooperative working relationships with others, and maintaining them over time.
Communicating with Supervisors, Peers, or Subordinates — Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.
Getting Information — Observing, receiving, and otherwise obtaining information from all relevant sources.
Identifying Objects, Actions, and Events — Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events.
Performing for or Working Directly with the Public — Performing for people or dealing directly with the public. This includes serving customers in restaurants and stores, and receiving clients or guests.
Organizing, Planning, and Prioritizing Work — Developing specific goals and plans to prioritize, organize, and accomplish your work.
Documenting/Recording Information — Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form.
Monitor Processes, Materials, or Surroundings — Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems.
Processing Information — Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data.
Work Context
Face-to-Face Discussions — How often do you have to have face-to-face discussions with individuals or teams in this job?
Contact With Others — How much does this job require the worker to be in contact with others (face-to-face, by telephone, or otherwise) in order to perform it?
Telephone — How often do you have telephone conversations in this job?
Structured versus Unstructured Work — To what extent is this job structured for the worker, rather than allowing the worker to determine tasks, priorities, and goals?
Importance of Being Exact or Accurate — How important is being very exact or highly accurate in performing this job?
Indoors, Environmentally Controlled — How often does this job require working indoors in environmentally controlled conditions?
Importance of Repeating Same Tasks — How important is repeating the same physical activities (e.g., key entry) or mental activities (e.g., checking entries in a ledger) over and over, without stopping, to performing this job?
Electronic Mail — How often do you use electronic mail in this job?
Freedom to Make Decisions — How much decision making freedom, without supervision, does the job offer?
Work With Work Group or Team — How important is it to work with others in a group or team in this job?
Job Zone
Title Job Zone Three: Medium Preparation Needed
Education Most occupations in this zone require training in vocational schools, related on-the-job experience, or an associate's degree.
Related Experience Previous work-related skill, knowledge, or experience is required for these occupations. For example, an electrician must have completed three or four years of apprenticeship or several years of vocational training, and often must have passed a licensing exam, in order to perform the job.
Job Training Employees in these occupations usually need one or two years of training involving both on-the-job experience and informal training with experienced workers. A recognized apprenticeship program may be associated with these occupations.
Job Zone Examples These occupations usually involve using communication and organizational skills to coordinate, supervise, manage, or train others to accomplish goals. Examples include food service managers, electricians, agricultural technicians, legal secretaries, interviewers, and insurance sales agents.
SVP Range (6.0 to < 7.0)
Interests
Interest code: CRS
Conventional — Conventional occupations frequently involve following set procedures and routines. These occupations can include working with data and details more than with ideas. Usually there is a clear line of authority to follow.
Realistic — Realistic occupations frequently involve work activities that include practical, hands-on problems and solutions. They often deal with plants, animals, and real-world materials like wood, tools, and machinery. Many of the occupations require working outside, and do not involve a lot of paperwork or working closely with others.
Social — Social occupations frequently involve working with, communicating with, and teaching people. These occupations often involve helping or providing service to others.
Work Styles
Attention to Detail — Job requires being careful about detail and thorough in completing work tasks.
Cooperation — Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude.
Integrity — Job requires being honest and ethical.
Dependability — Job requires being reliable, responsible, and dependable, and fulfilling obligations.
Concern for Others — Job requires being sensitive to others' needs and feelings and being understanding and helpful on the job.
Independence — Job requires developing one's own ways of doing things, guiding oneself with little or no supervision, and depending on oneself to get things done.
Adaptability/Flexibility — Job requires being open to change (positive or negative) and to considerable variety in the workplace.
Self Control — Job requires maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations.
Social Orientation — Job requires preferring to work with others rather than alone, and being personally connected with others on the job.
Initiative — Job requires a willingness to take on responsibilities and challenges.
Work Values
Relationships — Occupations that satisfy this work value allow employees to provide service to others and work with co-workers in a friendly non-competitive environment. Corresponding needs are Co-workers, Moral Values and Social Service.
Support — Occupations that satisfy this work value offer supportive management that stands behind employees. Corresponding needs are Company Policies, Supervision: Human Relations and Supervision: Technical.
Achievement — Occupations that satisfy this work value are results oriented and allow employees to use their strongest abilities, giving them a feeling of accomplishment. Corresponding needs are Ability Utilization and Achievement.
Summary Report for:
43-4121.00 - Library Assistants, Clerical
Compile records, sort and shelve books, and issue and receive library materials such as pictures, cards, slides and microfilm. Locate library materials for loan and replace material in shelving area, stacks, or files according to identification number and title. Register patrons to permit them to borrow books, periodicals, and other library materials.
Sample of reported job titles: Library Assistant, Library Clerk, Library Technical Assistant, Acquisitions Assistant, Library Circulation Assistant, Library Services Assistant, Library Aide, Circulation Supervisor, Circulation Representative, Library Associate
Tasks
•Lend and collect books, periodicals, videotapes, and other materials at circulation desks.
•Enter and update patrons' records on computers.
•Process new materials including books, audiovisual materials, and computer software.
•Sort books, publications, and other items according to established procedure and return them to shelves, files, or other designated storage areas.
•Locate library materials for patrons, including books, periodicals, tape cassettes, Braille volumes, and pictures.
•Instruct patrons on how to use reference sources, card catalogs, and automated information systems.
•Inspect returned books for condition and due-date status, and compute any applicable fines.
•Answer routine inquiries, and refer patrons in need of professional assistance to librarians.
•Maintain records of items received, stored, issued, and returned, and file catalog cards according to system used.
•Perform clerical activities such as filing, typing, word processing, photocopying and mailing out material, and mail sorting.
back to top
Knowledge
Clerical — Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, stenography and transcription, designing forms, and other office procedures and terminology.
Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.
English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.
Skills
Reading Comprehension — Understanding written sentences and paragraphs in work related documents.
Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
Service Orientation — Actively looking for ways to help people.
Time Management — Managing one's own time and the time of others.
Active Learning — Understanding the implications of new information for both current and future problem-solving and decision-making.
Speaking — Talking to others to convey information effectively.
Instructing — Teaching others how to do something.
Writing — Communicating effectively in writing as appropriate for the needs of the audience.
Social Perceptiveness — Being aware of others' reactions and understanding why they react as they do.
Coordination — Adjusting actions in relation to others' actions.
Abilities
Information Ordering — The ability to arrange things or actions in a certain order or pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words, pictures, mathematical operations).
Near Vision — The ability to see details at close range (within a few feet of the observer).
Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences.
Oral Expression — The ability to communicate information and ideas in speaking so others will understand.
Written Comprehension — The ability to read and understand information and ideas presented in writing.
Category Flexibility — The ability to generate or use different sets of rules for combining or grouping things in different ways.
Speech Clarity — The ability to speak clearly so others can understand you.
Flexibility of Closure — The ability to identify or detect a known pattern (a figure, object, word, or sound) that is hidden in other distracting material.
Speech Recognition — The ability to identify and understand the speech of another person.
Inductive Reasoning — The ability to combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events).
Work Activities
Interacting With Computers — Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information.
Establishing and Maintaining Interpersonal Relationships — Developing constructive and cooperative working relationships with others, and maintaining them over time.
Communicating with Supervisors, Peers, or Subordinates — Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.
Getting Information — Observing, receiving, and otherwise obtaining information from all relevant sources.
Identifying Objects, Actions, and Events — Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events.
Performing for or Working Directly with the Public — Performing for people or dealing directly with the public. This includes serving customers in restaurants and stores, and receiving clients or guests.
Organizing, Planning, and Prioritizing Work — Developing specific goals and plans to prioritize, organize, and accomplish your work.
Documenting/Recording Information — Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form.
Monitor Processes, Materials, or Surroundings — Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems.
Processing Information — Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data.
Work Context
Face-to-Face Discussions — How often do you have to have face-to-face discussions with individuals or teams in this job?
Contact With Others — How much does this job require the worker to be in contact with others (face-to-face, by telephone, or otherwise) in order to perform it?
Telephone — How often do you have telephone conversations in this job?
Structured versus Unstructured Work — To what extent is this job structured for the worker, rather than allowing the worker to determine tasks, priorities, and goals?
Importance of Being Exact or Accurate — How important is being very exact or highly accurate in performing this job?
Indoors, Environmentally Controlled — How often does this job require working indoors in environmentally controlled conditions?
Importance of Repeating Same Tasks — How important is repeating the same physical activities (e.g., key entry) or mental activities (e.g., checking entries in a ledger) over and over, without stopping, to performing this job?
Electronic Mail — How often do you use electronic mail in this job?
Freedom to Make Decisions — How much decision making freedom, without supervision, does the job offer?
Work With Work Group or Team — How important is it to work with others in a group or team in this job?
Job Zone
Title Job Zone Three: Medium Preparation Needed
Education Most occupations in this zone require training in vocational schools, related on-the-job experience, or an associate's degree.
Related Experience Previous work-related skill, knowledge, or experience is required for these occupations. For example, an electrician must have completed three or four years of apprenticeship or several years of vocational training, and often must have passed a licensing exam, in order to perform the job.
Job Training Employees in these occupations usually need one or two years of training involving both on-the-job experience and informal training with experienced workers. A recognized apprenticeship program may be associated with these occupations.
Job Zone Examples These occupations usually involve using communication and organizational skills to coordinate, supervise, manage, or train others to accomplish goals. Examples include food service managers, electricians, agricultural technicians, legal secretaries, interviewers, and insurance sales agents.
SVP Range (6.0 to < 7.0)
Interests
Interest code: CRS
Conventional — Conventional occupations frequently involve following set procedures and routines. These occupations can include working with data and details more than with ideas. Usually there is a clear line of authority to follow.
Realistic — Realistic occupations frequently involve work activities that include practical, hands-on problems and solutions. They often deal with plants, animals, and real-world materials like wood, tools, and machinery. Many of the occupations require working outside, and do not involve a lot of paperwork or working closely with others.
Social — Social occupations frequently involve working with, communicating with, and teaching people. These occupations often involve helping or providing service to others.
Work Styles
Attention to Detail — Job requires being careful about detail and thorough in completing work tasks.
Cooperation — Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude.
Integrity — Job requires being honest and ethical.
Dependability — Job requires being reliable, responsible, and dependable, and fulfilling obligations.
Concern for Others — Job requires being sensitive to others' needs and feelings and being understanding and helpful on the job.
Independence — Job requires developing one's own ways of doing things, guiding oneself with little or no supervision, and depending on oneself to get things done.
Adaptability/Flexibility — Job requires being open to change (positive or negative) and to considerable variety in the workplace.
Self Control — Job requires maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations.
Social Orientation — Job requires preferring to work with others rather than alone, and being personally connected with others on the job.
Initiative — Job requires a willingness to take on responsibilities and challenges.
Work Values
Relationships — Occupations that satisfy this work value allow employees to provide service to others and work with co-workers in a friendly non-competitive environment. Corresponding needs are Co-workers, Moral Values and Social Service.
Support — Occupations that satisfy this work value offer supportive management that stands behind employees. Corresponding needs are Company Policies, Supervision: Human Relations and Supervision: Technical.
Achievement — Occupations that satisfy this work value are results oriented and allow employees to use their strongest abilities, giving them a feeling of accomplishment. Corresponding needs are Ability Utilization and Achievement.
Tuesday, October 27, 2009
Research Methods and Web Methods
Muss viel mehr cueber diese beide wissen bevor ich zum BP Interview gehe!
http://en.wikipedia.org/wiki/Research_methods#Research_methods
Research methods
The goal of the research process is to produce new knowledge, which takes three main forms (although, as previously discussed, the boundaries between them may be fuzzy):
Exploratory research, which structures and identifies new problems
Constructive research, which develops solutions to a problem
Empirical research, which tests the feasibility of a solution using empirical evidence
The research room at the New York Public Library, an example of secondary research in progress.
Research can also fall into two distinct types:
Primary research
Secondary research
In social sciences and later in other disciplines, the following two research methods can be applied, depending on the properties of the subject matter and on the objective of the research:
Qualitative research
Quantitative research
Research is often conducted using the hourglass model Structure of Research[1]. The hourglass model starts with a broad spectrum for research, focusing in on the required information through the methodology of the project (like the neck of the hourglass), then expands the research in the form of discussion and results.
http://en.wikipedia.org/wiki/Research_methods#Research_methods
Research methods
The goal of the research process is to produce new knowledge, which takes three main forms (although, as previously discussed, the boundaries between them may be fuzzy):
Exploratory research, which structures and identifies new problems
Constructive research, which develops solutions to a problem
Empirical research, which tests the feasibility of a solution using empirical evidence
The research room at the New York Public Library, an example of secondary research in progress.
Research can also fall into two distinct types:
Primary research
Secondary research
In social sciences and later in other disciplines, the following two research methods can be applied, depending on the properties of the subject matter and on the objective of the research:
Qualitative research
Quantitative research
Research is often conducted using the hourglass model Structure of Research[1]. The hourglass model starts with a broad spectrum for research, focusing in on the required information through the methodology of the project (like the neck of the hourglass), then expands the research in the form of discussion and results.
Monday, October 26, 2009
Execution:- the discipline of getting things done
Jack Welch, according to the authors, is the best example of a business leader who understood execution. Jack Welch's heart and soul were immersed in GE, and he was engaged in the process of execution personally and deeply; he managed the three core processes (selecting leaders, setting direction, and conducting operations) effectively.
Execution - The Discipline of Getting Things DoneDisciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.
Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum
From Library Journal
Bossidy, an award-winning executive at General Electric and Allied Signal, came out of retirement to tend to Honeywell (and bring it back to prominence) after it failed to merge with General Electric. Charan has taught at Harvard and Kellogg Business Schools. Collaborating with editor and writer Burck, they present the viewpoint that execution (that is, linking a company's people, strategy, and operations) is what will determine success in today's business world. Bossidy and Charan aver that execution is a discipline integral to strategy, that it is the major job of any business leader hoping not just to be a success but to dominate a market, and that it is a core element of corporate culture. Details of both successful and unsuccessful executions at corporations such as Dell, Johnson & Johnson, and Xerox, to name a few, support not only their how-to method for bringing execution to the forefront but also the need for it. Each author addresses specific topics in paragraphs that begin with either "Larry" or "Ram," and this easy style adds to the appeal of a very readable book. Recommended for academic and public libraries.
Steven J. Mayover, Philadelphia
Copyright 2002 Reed Business Information, Inc.
167 of 182 people found the following review helpful:
Check your own personality for execution traits, August 3, 2004
By Peter Leerskov "The Strategist, www.lace.dk" (Denmark) - See all my reviews
What's left to say about this book on execution? With 130 online reviews many issues are covered already. One point's missing, though. Look at the reviews; they are divided into two camps. The reviewers either think this is a mediocre book with very basic ideas (management 101) or they see the light. The latter realize that there's no need for new acronyms or faddy words in the management-speak. "Execution" is about getting things done, being persistent and realistic, as well as managing the 3 core processes; strategy (why? and what?), operations (how?) and people (who?).
Building a performance culture is never as easy as it sounds. Looking back a few years, try to recall a few of those companies with great media attention and grand strategic visions. Many of them failed. And many of them will fail again and again, because the heroes are strategic visionaries that never bothered to deal with the issue of execution; continually and personally making sure that things were actually done. You know, when all is said and done, usually more is said than done...
If you found this book fascinating, you'll probably have some of the execution traits hidden in your personality preferences. If you want to check it out, you might visit some of free Internet sites for a test (e.g. keirsey.com). For a business, I believe it's paramount to make sure that you have a well-balanced team on all levels in the hierarchy. This also includes having enough executives with execution traits. Advice: Don't assume you have it; test it!
Conclusively, this is a great book. I liked it so much that I even also bought the audio version! The reason for the audio version is that these execution ideas simply are needed to be absorbed over several readings (or listenings). Otherwise, you won't be able to start changing your behavior (which you can change, unlike your innate preferences). While commuting, I often turn the CDs on and find it inspiring to forget about traffic jams and just getting the views of Charan and Bossidy in their own voices. However, I do agree that the book easily could have been shorter.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business Help other customers find the most helpful reviews
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235 of 269 people found the following review helpful:
How, Why, and Why Not, June 1, 2002
By Robert Morris (Dallas, Texas) - See all my reviews
This may well prove to be one of the most influential business books published in recent years. In it, Bossidy and Charan (with Charles Burck) focus on what effective execution involves. Having read or observed interviews of Bossidy, I realized while reading this book that his is the primary role in the collaboration. Mercifully, the reader is spared vague theories as well as buzzing words and overheated phrases. Anchored in a wealth of real-world business experience, the book's core insights could be of substantial value to literally anyone who currently has problems "getting things done", doing them well, and on-time.
In the first chapter, the authors identify what they call "the gap nobody knows." That is somewhat hyperbolic. Obviously Bossidy and Charan are aware of it as are, presumably, countless other decision-makers in various companies which sustain profitability while attracting and then retaining "the best and the brightest" people, often from competitor companies. In any event, the authors correctly stress the importance of eliminating the gap between recognizing what must be done and getting it done. The authors focus on three former CEOs of major corporations, each of whom they hold in high regard: Richard A. McGinn (Lucent Technologies) G. Richard Thoman (Xerox), and C. Michael Armstrong (AT&T). However, McGinn was "clearly out of touch" with day-to-day operations during his last year as CEO. For whatever reasons, Thoman lacked two essential "building blocks": the right people in key positions on his management team, and, appropriate core processes by which to implement his strategy, one which the authors view as being sound. As for Armstrong, the ambitious growth strategy he pursued was "disconnected from both external and internal realities" such as the regulatory climate at that time and the AT&T culture which was resistant to the major changes which Armstrong's strategy required. These three examples illustrate that even those with exceptional intelligence, energy, and character can fail to achieve their worthy objectives. The authors acknowledge that "Shaping the broad picture into a set of executable actions is analytical, and it's a huge intellectual, and emotional challenge." Some organizations and their leaders succeed. This book explains how. Most organizations and their leaders do not. This book explains why.
Some readers of this review may incorrectly infer from my comments thus far that this book was written primarily for and about senior-level corporate executives. For that reason, I reiterate that all of the observations, evaluations, and suggestions provided in this book are directly relevant to almost anyone in any organization (regardless of size or nature) who is expected to "get things done," whatever those "things" may be. I agree completely with Noel Tichy (author of The Leadership Engine) that every organization needs aggressive and productive initiative at all levels.
Including the word "discipline" in this book's title was intentional and is appropriate. Obviously, those who are decisive are not always successful. (What I call the "Fire! Ready! Aim! Syndrome" is far too common, especially among less-experienced but eager and ambitious executives.) The most effective decision-making process is one based on sufficient and relevant information which has been rigorously analyzed. (Thus evaluated, information becomes intelligence.) Relevant and (especially) painful realities are taken into full account. All appropriate options are identified and prioritized. When a major crisis occurs which requires an immediate response, the decision-maker(s) involved must also have courage. Discipline is essential throughout this entire process, a discipline which includes what Daniel Goleman characterizes as "emotional intelligence" or what Ernest Hemingway characterizes as "grace under duress."
As indicated previously, I think this book will be of great value to any decision-maker (regardless of title or status) in any organization (regardless of size or nature) because the authors focus relentlessly on HOW some decision-makers get results and WHY most others don't. I recommend this book to individual executives, of course, but also to those involved in management training programs which involve others. (It would be terrific for developing "fast trackers."). Also, if and when appropriate, this book in combination with Michael Hammer's The Agenda would be an excellent "homework assignment" to be completed prior to an executive retreat or (as some prefer) advance. Moreover, I think anyone in the management consulting business should also read it. If ever there was a time when clients expect those such as I to help them "get things done," is it now.
Those who share my high regard for this book are urged to check out Hammer's book as well as David Maister's Practice What You Preach, Jim O'Toole's Leading Change and The Executive's Compass, and Kaplan and Norton's The Strategy-Focused Organization.
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41 of 47 people found the following review helpful:
A different management book, August 12, 2002
By therosen "therosen" (New York, NY United States) - See all my reviews
This was an atypical management book - rather than focus on "the idea that changes everything" or "the next revolution", it dives into the nuts and bolts of getting things done. In today's economy, this is what we need.
The authors bring distinct viewpoints: Larry Bossidy has the hardnosed viewpoints of a product of the GE management machine. He lived through the GE execution culture and reapplied it at the Honeywell. Ram Charan displays the broader view of a business school professor with extensive senior level consulting.
The book starts with a self evident description of why execution is needed. It moves into the types of behaviors a leader should exhibit, and how they set up the framework for change. It concludes with the three major processes an execution oriented leader should run: people, strategy and operations.
Yes - the book is generic, but it has to be to reach a broad audience. The concept of focusing on all 3 areas: people, strategy and operations is obvious, but important. In the context of calling them processes - it becomes a discipline. The general management focus and need for ongoing persistance is valuable to people of all levels.
There are some interesting ties to other management gurus. Tom Peters - as outlandish as he may be - is also big on getting things done. Deming's quality approach is ultimately about application. Collins in Built to Last focuses on execution - the steady and stable leader trumps the charistmatic showpiece. The ideas developed here have been building for some time. Their time to come to the front of every executive's thought is now.
The book does have a few knocks:
- If Bossidy built such a great culture for success at Honeywell, why did it fall apart immediately after his exit?
- Is there any hard research behind this? (With a former Harvard and Kellogg alum, you'd expect some)
- There is much less focus on the customers than one would expect.
Despite these small misgivings, this is most definitely a useful read for any manager or aspiring leader.
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114 of 141 people found the following review helpful:
Execute optimally!, July 13, 2003
By "pat_clearston200e" (Detroit, United States) - See all my reviews
This book describe a necessary leadership behavior in the Execution paradigm -- Insist on realism. As thinking is the basis of action, this concept requires more exploration and explanation. Prior to the introduction of Optimal Thinking into the corporate world, the pervasive motto was Think Positive. Optimism promotes persistence, but it is a poor strategy when the cost of failure or probability of failure are high. With the current integration of Optimal Thinking into leading corporations, the transformation from AnyCorp (consisting of any thinkers) to Opticorp (consisting of Optimal Thinkers) empowers the corporate culture to practice optimal realism. Optimal Thinkers accept what is out of their control, and optimize what is within their control. Using Optimal Thinking to ask questions like, What is within my/our control here? What are my/our options here? What is the worst event scenario? What is our optimal contingency plan? What is in our best interest? What is our highest priority? What are the best actions we can take to achieve it? What is the best thing you/we can do under the circumstances? empowers us to set clear priorities, and take the most constructive actions to follow through -- essential for optimal leadership and optimized execution. Execution-driven leaders who thrive on accountability and reward performance, must select the right people for the right jobs. This is achieved with Optimal Thinking. Read these two books, get your key people to read them too, and you will OPTIMIZE productivity. Help other customers find the most helpful reviews
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22 of 25 people found the following review helpful:
One of the few books about a crucial topic for managers, June 14, 2003
By "paganchief" (South Yarra, VIC Australia) - See all my reviews
I found this book to be extremely useful. Larry Bossidy's view is that the main function of a CEO is to manage the nexus between strategy, operations, and people. He outlines practical techniques to do this that are simple to implement, and may seem obvious to some, but will result in measurable performance improvement in your business. Your staff will be happier with clear goals and Rewards linked to Performance, communication will improve, and things will get done.
Most companies I have seen, be they large or small, have a big gap between what the Board is trying to do strategically and what people actually do day to day. There are many examples of companies whose strategies sounded great but never really happened, resulting in catastrophic loss of value (eg the AOL Time Warner merger). This is the only management book out of hundreds I have read that tells you how to fill this gap, and make your business achieve its strategic goals.
Others here have mentioned Jim Collins. While Built To Last and Good to Great were interesting case studies of successful large companies, they gave me nothing that I could implement immediately in my business. Larry and Ram's book let me bring world class business practices into my small company, as soon as I had finished reading it.
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28 of 33 people found the following review helpful:
Exulting the Execution. This is the bottom-line on this boo, January 3, 2004
By Holden Trotter (Indianapolis, IN USA) - See all my reviews
The book's primary focus is the importance of getting the right people in the right jobs to manage the three core business processes of people, strategy, and operations.
As a CEO, Larry Bossidy freely admits, "The leader's most important job is selecting and appraising people." With the right people in the right jobs, there's a gene pool of leadership that creates strategies that can be executed (when strategies are in sync with the realities of the marketplace, the economy, and the competition, they're much more likely to be executed and produce great results).
Bottom-line for this book: It will help crystallize and confirm many of the worries and suspicions you have in the back of your mind, and give you something to do about it. Definitely a book to have if you are in a leadership position. As a senior sales leader for a large pharmaceutical company, I have three personal favorites in my library:
1.) Good to Great by Jim Collins
2.) The Power of Habit by Jack D. Hodge
3.) The Five Dysfunctions of a Team by Patrick M. Lencioni
Now I'm adding a fourth: Execution - The Discipline of Getting Things Done. Great book.
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20 of 23 people found the following review helpful:
Wow. A Must-Read., April 24, 2006
By Clovis (Chicago, Illinois United States) - See all my reviews
Introduction
--
The authors of EXECUTION: THE DISCIPLINE OF GETTING THINGS DONE explicate the importance of execution in organizations. Although I am reluctant to state it, I honestly consider this book a must-read for professionals determined to enhance the capabilities of their organizations.
HIGHLIGHTS:
--
What is Execution?
--
It is a discipline and a system, built into an organization's strategy, goals, and culture. For execution to work, leaders must be deeply engaged in it. Essentially, it is a specific set of behaviors and techniques that companies must master to develop a sustainable competitive advantage. Ultimately, the authors state that strategies most often fail due to a lack of execution.
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How to Develop the Discpline and System of Execution?
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It requires a rigorious discussion of an organizaition, constant questioning (productive questioning), tenacious follow through, and organizational accountability. To execute effectively, leaders must know their organization, the business environment, and be unafraid to confront reality. An important feature of execution involves linking rewards with desirable outcomes.
Building Blocks of Execution include:
(1) LEADERSHIP
(a) realism
(b) clear goals
(c) rewards for the doers
(d) expanding people's capabilities.
(2) ORG. CULTURE
(a) understand the software (beliefs and behaviors) of an organization as well as its hardware (strategy and structure)
(b) the organization must act to new thinking, not think itself to new actions
(c) provide rewards to performance
(d) help people master the desired behaviors
(e) facilitate robust dialogue in the framework of openness and candor and informality.
(3) THE RIGHT PEOPLE
(a) "many jobs are filled with the wrong people because the leaders who promote them are comfortable with them" (p. 116).
(b) spending time on developing people will result in a payoff of a sustainable competitive advantage.
(c) hire people determined to succeed, look at their backgrounds. Have they glided along their lives?
(d) critical: hire people with a drive to succeed, negating the education and pedigree of a person.
(e) when hiring, understand that some people interview well and others do not. (Why do people not understand this?) "A person who doesn't interview well may ... be the best choice" (p. 129).
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EXECUTING
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The processes of execution are strategy, people, and operations. To execute, all must be linked. The book contains incredible depth on the processes of execution, and it is very difficult for me to adequately review them. Although, say, 130 pages are devoted to the processes of execution, the content is extensive. Two concepts I should note are simultaneity and synchronization in organizations.
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A Model of Execution?
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Jack Welch, according to the authors, is the best example of a business leader who understood execution. Jack Welch's heart and soul were immersed in GE, and he was engaged in the process of execution personally and deeply; he managed the three core processes (selecting leaders, setting direction, and conducting operations) effectively.
-
Conclusion
--
Execution is crucial in organization. In fact, it is what separates the successful from the failures. Everyone must understand what execution is and how to execute for an organization to fulfill its potential.
I hope my review was helpful for you.
Sincerely,
Clovis Help
7 of 7 people found the following review helpful:
VERY GOOD. Makes YOU reevaluate your effectiveness, July 29, 2005
By John Alexander (Seattle WA) - See all my reviews
Execution is a fast read. Very well written and thoughtful, I found it jam-packed with practical advice. I read with a highlighter in my hand and was constantly marking it up. Why? Because it gives a manager who is also a "student of the game" a great resource for improving both decision making and follow through skillsets. Help other customers find the most helpful reviews
19 of 24 people found the following review helpful:
A BOOK YOU MUST READ, October 24, 2003
By Shashank Tripathi (Gadabout) - See all my reviews
It is a common fallacy of business, especially big companies, that the management does those in-the-sky thingies like relationship management, strategy development, hobnobbing with the big tykes etc (depending on which industry the firm is in.) The reality is, most "leaders" think they don't have to roll up their sleeve and "execute". They believe their buck stops at "strategizing".
At the end of the day, you bet on people, not on strategies. Strategies are intellectually simple; their execution is not simple. The question is, can you execute? That's what differentiates one company from another.
I thought this book would be about doozy ideas rehashed to be a "business book". But I found the book a common sensical narrative of HOW the executives mentioned (from AT&T, GE, Colgate-Palmolive, J&J etc -- some more successful than others) actually managed their delivery and ascent.
Brilliant book. Simply, fluently written. You can finish in the course of a laid-back Sunday afternoon lunch.
8 of 9 people found the following review helpful:
Exceptional book on getting results, March 13, 2006
By Stephen Denny "www.dennymarketing.com" - See all my reviews
Execution should be on the short list of reading materials for anyone managing people in the workplace. The point is simple: don't just talk about it -- do it, and do it well. Strategy is not an end in and of itself -- it is a first step -- and must be implemented well if it is to make a difference. Once this is clear, the rest is about *how* to foster a culture of execution in the workplace, from your personal mindset and actions, to how you work with your team without micromanaging, to asking the right kinds of questions. All excellent lessons to employ.
Sure, the jaded reader will say this is obvious. But after 25 years of working in real companies -- mid-caps to Fortune 10's -- I can tell you with complete confidence that the number of managers I've seen who have execution in their blood could be counted on one hand. Good execution cuts through competition like a knife. It can turn a 'me-to' company in a commodity business into a category killer -- I've seen this first-hand, fortunately from the winning side.
Read this book carefully, give it to your team (and your management), talk about it with them, and put concrete plans in place to put these lessons into practice. You will quickly see the difference.
Execution - The Discipline of Getting Things DoneDisciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.
Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum
From Library Journal
Bossidy, an award-winning executive at General Electric and Allied Signal, came out of retirement to tend to Honeywell (and bring it back to prominence) after it failed to merge with General Electric. Charan has taught at Harvard and Kellogg Business Schools. Collaborating with editor and writer Burck, they present the viewpoint that execution (that is, linking a company's people, strategy, and operations) is what will determine success in today's business world. Bossidy and Charan aver that execution is a discipline integral to strategy, that it is the major job of any business leader hoping not just to be a success but to dominate a market, and that it is a core element of corporate culture. Details of both successful and unsuccessful executions at corporations such as Dell, Johnson & Johnson, and Xerox, to name a few, support not only their how-to method for bringing execution to the forefront but also the need for it. Each author addresses specific topics in paragraphs that begin with either "Larry" or "Ram," and this easy style adds to the appeal of a very readable book. Recommended for academic and public libraries.
Steven J. Mayover, Philadelphia
Copyright 2002 Reed Business Information, Inc.
167 of 182 people found the following review helpful:
Check your own personality for execution traits, August 3, 2004
By Peter Leerskov "The Strategist, www.lace.dk" (Denmark) - See all my reviews
What's left to say about this book on execution? With 130 online reviews many issues are covered already. One point's missing, though. Look at the reviews; they are divided into two camps. The reviewers either think this is a mediocre book with very basic ideas (management 101) or they see the light. The latter realize that there's no need for new acronyms or faddy words in the management-speak. "Execution" is about getting things done, being persistent and realistic, as well as managing the 3 core processes; strategy (why? and what?), operations (how?) and people (who?).
Building a performance culture is never as easy as it sounds. Looking back a few years, try to recall a few of those companies with great media attention and grand strategic visions. Many of them failed. And many of them will fail again and again, because the heroes are strategic visionaries that never bothered to deal with the issue of execution; continually and personally making sure that things were actually done. You know, when all is said and done, usually more is said than done...
If you found this book fascinating, you'll probably have some of the execution traits hidden in your personality preferences. If you want to check it out, you might visit some of free Internet sites for a test (e.g. keirsey.com). For a business, I believe it's paramount to make sure that you have a well-balanced team on all levels in the hierarchy. This also includes having enough executives with execution traits. Advice: Don't assume you have it; test it!
Conclusively, this is a great book. I liked it so much that I even also bought the audio version! The reason for the audio version is that these execution ideas simply are needed to be absorbed over several readings (or listenings). Otherwise, you won't be able to start changing your behavior (which you can change, unlike your innate preferences). While commuting, I often turn the CDs on and find it inspiring to forget about traffic jams and just getting the views of Charan and Bossidy in their own voices. However, I do agree that the book easily could have been shorter.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business Help other customers find the most helpful reviews
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235 of 269 people found the following review helpful:
How, Why, and Why Not, June 1, 2002
By Robert Morris (Dallas, Texas) - See all my reviews
This may well prove to be one of the most influential business books published in recent years. In it, Bossidy and Charan (with Charles Burck) focus on what effective execution involves. Having read or observed interviews of Bossidy, I realized while reading this book that his is the primary role in the collaboration. Mercifully, the reader is spared vague theories as well as buzzing words and overheated phrases. Anchored in a wealth of real-world business experience, the book's core insights could be of substantial value to literally anyone who currently has problems "getting things done", doing them well, and on-time.
In the first chapter, the authors identify what they call "the gap nobody knows." That is somewhat hyperbolic. Obviously Bossidy and Charan are aware of it as are, presumably, countless other decision-makers in various companies which sustain profitability while attracting and then retaining "the best and the brightest" people, often from competitor companies. In any event, the authors correctly stress the importance of eliminating the gap between recognizing what must be done and getting it done. The authors focus on three former CEOs of major corporations, each of whom they hold in high regard: Richard A. McGinn (Lucent Technologies) G. Richard Thoman (Xerox), and C. Michael Armstrong (AT&T). However, McGinn was "clearly out of touch" with day-to-day operations during his last year as CEO. For whatever reasons, Thoman lacked two essential "building blocks": the right people in key positions on his management team, and, appropriate core processes by which to implement his strategy, one which the authors view as being sound. As for Armstrong, the ambitious growth strategy he pursued was "disconnected from both external and internal realities" such as the regulatory climate at that time and the AT&T culture which was resistant to the major changes which Armstrong's strategy required. These three examples illustrate that even those with exceptional intelligence, energy, and character can fail to achieve their worthy objectives. The authors acknowledge that "Shaping the broad picture into a set of executable actions is analytical, and it's a huge intellectual, and emotional challenge." Some organizations and their leaders succeed. This book explains how. Most organizations and their leaders do not. This book explains why.
Some readers of this review may incorrectly infer from my comments thus far that this book was written primarily for and about senior-level corporate executives. For that reason, I reiterate that all of the observations, evaluations, and suggestions provided in this book are directly relevant to almost anyone in any organization (regardless of size or nature) who is expected to "get things done," whatever those "things" may be. I agree completely with Noel Tichy (author of The Leadership Engine) that every organization needs aggressive and productive initiative at all levels.
Including the word "discipline" in this book's title was intentional and is appropriate. Obviously, those who are decisive are not always successful. (What I call the "Fire! Ready! Aim! Syndrome" is far too common, especially among less-experienced but eager and ambitious executives.) The most effective decision-making process is one based on sufficient and relevant information which has been rigorously analyzed. (Thus evaluated, information becomes intelligence.) Relevant and (especially) painful realities are taken into full account. All appropriate options are identified and prioritized. When a major crisis occurs which requires an immediate response, the decision-maker(s) involved must also have courage. Discipline is essential throughout this entire process, a discipline which includes what Daniel Goleman characterizes as "emotional intelligence" or what Ernest Hemingway characterizes as "grace under duress."
As indicated previously, I think this book will be of great value to any decision-maker (regardless of title or status) in any organization (regardless of size or nature) because the authors focus relentlessly on HOW some decision-makers get results and WHY most others don't. I recommend this book to individual executives, of course, but also to those involved in management training programs which involve others. (It would be terrific for developing "fast trackers."). Also, if and when appropriate, this book in combination with Michael Hammer's The Agenda would be an excellent "homework assignment" to be completed prior to an executive retreat or (as some prefer) advance. Moreover, I think anyone in the management consulting business should also read it. If ever there was a time when clients expect those such as I to help them "get things done," is it now.
Those who share my high regard for this book are urged to check out Hammer's book as well as David Maister's Practice What You Preach, Jim O'Toole's Leading Change and The Executive's Compass, and Kaplan and Norton's The Strategy-Focused Organization.
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41 of 47 people found the following review helpful:
A different management book, August 12, 2002
By therosen "therosen" (New York, NY United States) - See all my reviews
This was an atypical management book - rather than focus on "the idea that changes everything" or "the next revolution", it dives into the nuts and bolts of getting things done. In today's economy, this is what we need.
The authors bring distinct viewpoints: Larry Bossidy has the hardnosed viewpoints of a product of the GE management machine. He lived through the GE execution culture and reapplied it at the Honeywell. Ram Charan displays the broader view of a business school professor with extensive senior level consulting.
The book starts with a self evident description of why execution is needed. It moves into the types of behaviors a leader should exhibit, and how they set up the framework for change. It concludes with the three major processes an execution oriented leader should run: people, strategy and operations.
Yes - the book is generic, but it has to be to reach a broad audience. The concept of focusing on all 3 areas: people, strategy and operations is obvious, but important. In the context of calling them processes - it becomes a discipline. The general management focus and need for ongoing persistance is valuable to people of all levels.
There are some interesting ties to other management gurus. Tom Peters - as outlandish as he may be - is also big on getting things done. Deming's quality approach is ultimately about application. Collins in Built to Last focuses on execution - the steady and stable leader trumps the charistmatic showpiece. The ideas developed here have been building for some time. Their time to come to the front of every executive's thought is now.
The book does have a few knocks:
- If Bossidy built such a great culture for success at Honeywell, why did it fall apart immediately after his exit?
- Is there any hard research behind this? (With a former Harvard and Kellogg alum, you'd expect some)
- There is much less focus on the customers than one would expect.
Despite these small misgivings, this is most definitely a useful read for any manager or aspiring leader.
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114 of 141 people found the following review helpful:
Execute optimally!, July 13, 2003
By "pat_clearston200e" (Detroit, United States) - See all my reviews
This book describe a necessary leadership behavior in the Execution paradigm -- Insist on realism. As thinking is the basis of action, this concept requires more exploration and explanation. Prior to the introduction of Optimal Thinking into the corporate world, the pervasive motto was Think Positive. Optimism promotes persistence, but it is a poor strategy when the cost of failure or probability of failure are high. With the current integration of Optimal Thinking into leading corporations, the transformation from AnyCorp (consisting of any thinkers) to Opticorp (consisting of Optimal Thinkers) empowers the corporate culture to practice optimal realism. Optimal Thinkers accept what is out of their control, and optimize what is within their control. Using Optimal Thinking to ask questions like, What is within my/our control here? What are my/our options here? What is the worst event scenario? What is our optimal contingency plan? What is in our best interest? What is our highest priority? What are the best actions we can take to achieve it? What is the best thing you/we can do under the circumstances? empowers us to set clear priorities, and take the most constructive actions to follow through -- essential for optimal leadership and optimized execution. Execution-driven leaders who thrive on accountability and reward performance, must select the right people for the right jobs. This is achieved with Optimal Thinking. Read these two books, get your key people to read them too, and you will OPTIMIZE productivity. Help other customers find the most helpful reviews
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22 of 25 people found the following review helpful:
One of the few books about a crucial topic for managers, June 14, 2003
By "paganchief" (South Yarra, VIC Australia) - See all my reviews
I found this book to be extremely useful. Larry Bossidy's view is that the main function of a CEO is to manage the nexus between strategy, operations, and people. He outlines practical techniques to do this that are simple to implement, and may seem obvious to some, but will result in measurable performance improvement in your business. Your staff will be happier with clear goals and Rewards linked to Performance, communication will improve, and things will get done.
Most companies I have seen, be they large or small, have a big gap between what the Board is trying to do strategically and what people actually do day to day. There are many examples of companies whose strategies sounded great but never really happened, resulting in catastrophic loss of value (eg the AOL Time Warner merger). This is the only management book out of hundreds I have read that tells you how to fill this gap, and make your business achieve its strategic goals.
Others here have mentioned Jim Collins. While Built To Last and Good to Great were interesting case studies of successful large companies, they gave me nothing that I could implement immediately in my business. Larry and Ram's book let me bring world class business practices into my small company, as soon as I had finished reading it.
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28 of 33 people found the following review helpful:
Exulting the Execution. This is the bottom-line on this boo, January 3, 2004
By Holden Trotter (Indianapolis, IN USA) - See all my reviews
The book's primary focus is the importance of getting the right people in the right jobs to manage the three core business processes of people, strategy, and operations.
As a CEO, Larry Bossidy freely admits, "The leader's most important job is selecting and appraising people." With the right people in the right jobs, there's a gene pool of leadership that creates strategies that can be executed (when strategies are in sync with the realities of the marketplace, the economy, and the competition, they're much more likely to be executed and produce great results).
Bottom-line for this book: It will help crystallize and confirm many of the worries and suspicions you have in the back of your mind, and give you something to do about it. Definitely a book to have if you are in a leadership position. As a senior sales leader for a large pharmaceutical company, I have three personal favorites in my library:
1.) Good to Great by Jim Collins
2.) The Power of Habit by Jack D. Hodge
3.) The Five Dysfunctions of a Team by Patrick M. Lencioni
Now I'm adding a fourth: Execution - The Discipline of Getting Things Done. Great book.
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20 of 23 people found the following review helpful:
Wow. A Must-Read., April 24, 2006
By Clovis (Chicago, Illinois United States) - See all my reviews
Introduction
--
The authors of EXECUTION: THE DISCIPLINE OF GETTING THINGS DONE explicate the importance of execution in organizations. Although I am reluctant to state it, I honestly consider this book a must-read for professionals determined to enhance the capabilities of their organizations.
HIGHLIGHTS:
--
What is Execution?
--
It is a discipline and a system, built into an organization's strategy, goals, and culture. For execution to work, leaders must be deeply engaged in it. Essentially, it is a specific set of behaviors and techniques that companies must master to develop a sustainable competitive advantage. Ultimately, the authors state that strategies most often fail due to a lack of execution.
--
How to Develop the Discpline and System of Execution?
--
It requires a rigorious discussion of an organizaition, constant questioning (productive questioning), tenacious follow through, and organizational accountability. To execute effectively, leaders must know their organization, the business environment, and be unafraid to confront reality. An important feature of execution involves linking rewards with desirable outcomes.
Building Blocks of Execution include:
(1) LEADERSHIP
(a) realism
(b) clear goals
(c) rewards for the doers
(d) expanding people's capabilities.
(2) ORG. CULTURE
(a) understand the software (beliefs and behaviors) of an organization as well as its hardware (strategy and structure)
(b) the organization must act to new thinking, not think itself to new actions
(c) provide rewards to performance
(d) help people master the desired behaviors
(e) facilitate robust dialogue in the framework of openness and candor and informality.
(3) THE RIGHT PEOPLE
(a) "many jobs are filled with the wrong people because the leaders who promote them are comfortable with them" (p. 116).
(b) spending time on developing people will result in a payoff of a sustainable competitive advantage.
(c) hire people determined to succeed, look at their backgrounds. Have they glided along their lives?
(d) critical: hire people with a drive to succeed, negating the education and pedigree of a person.
(e) when hiring, understand that some people interview well and others do not. (Why do people not understand this?) "A person who doesn't interview well may ... be the best choice" (p. 129).
--
EXECUTING
--
The processes of execution are strategy, people, and operations. To execute, all must be linked. The book contains incredible depth on the processes of execution, and it is very difficult for me to adequately review them. Although, say, 130 pages are devoted to the processes of execution, the content is extensive. Two concepts I should note are simultaneity and synchronization in organizations.
--
A Model of Execution?
--
Jack Welch, according to the authors, is the best example of a business leader who understood execution. Jack Welch's heart and soul were immersed in GE, and he was engaged in the process of execution personally and deeply; he managed the three core processes (selecting leaders, setting direction, and conducting operations) effectively.
-
Conclusion
--
Execution is crucial in organization. In fact, it is what separates the successful from the failures. Everyone must understand what execution is and how to execute for an organization to fulfill its potential.
I hope my review was helpful for you.
Sincerely,
Clovis Help
7 of 7 people found the following review helpful:
VERY GOOD. Makes YOU reevaluate your effectiveness, July 29, 2005
By John Alexander (Seattle WA) - See all my reviews
Execution is a fast read. Very well written and thoughtful, I found it jam-packed with practical advice. I read with a highlighter in my hand and was constantly marking it up. Why? Because it gives a manager who is also a "student of the game" a great resource for improving both decision making and follow through skillsets. Help other customers find the most helpful reviews
19 of 24 people found the following review helpful:
A BOOK YOU MUST READ, October 24, 2003
By Shashank Tripathi (Gadabout) - See all my reviews
It is a common fallacy of business, especially big companies, that the management does those in-the-sky thingies like relationship management, strategy development, hobnobbing with the big tykes etc (depending on which industry the firm is in.) The reality is, most "leaders" think they don't have to roll up their sleeve and "execute". They believe their buck stops at "strategizing".
At the end of the day, you bet on people, not on strategies. Strategies are intellectually simple; their execution is not simple. The question is, can you execute? That's what differentiates one company from another.
I thought this book would be about doozy ideas rehashed to be a "business book". But I found the book a common sensical narrative of HOW the executives mentioned (from AT&T, GE, Colgate-Palmolive, J&J etc -- some more successful than others) actually managed their delivery and ascent.
Brilliant book. Simply, fluently written. You can finish in the course of a laid-back Sunday afternoon lunch.
8 of 9 people found the following review helpful:
Exceptional book on getting results, March 13, 2006
By Stephen Denny "www.dennymarketing.com" - See all my reviews
Execution should be on the short list of reading materials for anyone managing people in the workplace. The point is simple: don't just talk about it -- do it, and do it well. Strategy is not an end in and of itself -- it is a first step -- and must be implemented well if it is to make a difference. Once this is clear, the rest is about *how* to foster a culture of execution in the workplace, from your personal mindset and actions, to how you work with your team without micromanaging, to asking the right kinds of questions. All excellent lessons to employ.
Sure, the jaded reader will say this is obvious. But after 25 years of working in real companies -- mid-caps to Fortune 10's -- I can tell you with complete confidence that the number of managers I've seen who have execution in their blood could be counted on one hand. Good execution cuts through competition like a knife. It can turn a 'me-to' company in a commodity business into a category killer -- I've seen this first-hand, fortunately from the winning side.
Read this book carefully, give it to your team (and your management), talk about it with them, and put concrete plans in place to put these lessons into practice. You will quickly see the difference.
TIPS FOR WORKING SUCESSFULLY IN A GROUP
http://www.alice.org/Randy/teams.htm
Meet people properly. It all starts with the introduction. Then, exchange contact information, and make sure you know how to pronounce everyone’s names. Exchange phone #s, and find out what hours are acceptable to call during.
Find things you have in common. You can almost always find something in common with another person, and starting from that baseline, it’s much easier to then address issues where you have differences. This is why cities like professional sports teams, which are socially galvanizing forces that cut across boundaries of race and wealth. If nothing else, you probably have in common things like the weather.
Make meeting conditions good. Have a large surface to write on, make sure the room is quiet and warm enough, and that there aren’t lots of distractions. Make sure no one is hungry, cold, or tired. Meet over a meal if you can; food softens a meeting. That’s why they "do lunch" in Hollywood.
Let everyone talk. Even if you think what they’re saying is stupid. Cutting someone off is rude, and not worth whatever small time gain you might make. Don’t finish someone’s sentences for him or her; they can do it for themselves. And remember: talking louder or faster doesn’t make your idea any better.
Check your egos at the door. When you discuss ideas, immediately label them and write them down. The labels should be descriptive of the idea, not the originator: "the troll bridge story," not "Jane’s story."
Praise each other. Find something nice to say, even if it’s a stretch. Even the worst of ideas has a silver lining inside it, if you just look hard enough. Focus on the good, praise it, and then raise any objections or concerns you have about the rest of it.
Put it in writing. Always write down who is responsible for what, by when. Be concrete. Arrange meetings by email, and establish accountability. Never assume that someone’s roommate will deliver a phone message. Also, remember that "politics is when you have more than 2 people" – with that in mind, always CC (carbon copy) any piece of email within the group, or to me, to all members of the group. This rule should never be violated; don’t try to guess what your group mates might or might not want to hear about.
Be open and honest. Talk with your group members if there’s a problem, and talk with me if you think you need help. The whole point of this course is that it’s tough to work across cultures. If we all go into it knowing that’s an issue, we should be comfortable discussing problems when they arise -- after all, that’s what this course is really about. Be forgiving when people make mistakes, but don’t be afraid to raise the issues when they come up,
Avoid conflict at all costs. When stress occurs and tempers flare, take a short break. Clear your heads, apologize, and take another stab at it. Apologize for upsetting your peers, even if you think someone else was primarily at fault; the goal is to work together, not start a legal battle over whose transgressions were worse. It takes two to have an argument, so be the peacemaker.
Phrase alternatives as questions. Instead of "I think we should do A, not B," try "What if we did A, instead of B?" That allows people to offer comments, rather than defend one choice.
Meet people properly. It all starts with the introduction. Then, exchange contact information, and make sure you know how to pronounce everyone’s names. Exchange phone #s, and find out what hours are acceptable to call during.
Find things you have in common. You can almost always find something in common with another person, and starting from that baseline, it’s much easier to then address issues where you have differences. This is why cities like professional sports teams, which are socially galvanizing forces that cut across boundaries of race and wealth. If nothing else, you probably have in common things like the weather.
Make meeting conditions good. Have a large surface to write on, make sure the room is quiet and warm enough, and that there aren’t lots of distractions. Make sure no one is hungry, cold, or tired. Meet over a meal if you can; food softens a meeting. That’s why they "do lunch" in Hollywood.
Let everyone talk. Even if you think what they’re saying is stupid. Cutting someone off is rude, and not worth whatever small time gain you might make. Don’t finish someone’s sentences for him or her; they can do it for themselves. And remember: talking louder or faster doesn’t make your idea any better.
Check your egos at the door. When you discuss ideas, immediately label them and write them down. The labels should be descriptive of the idea, not the originator: "the troll bridge story," not "Jane’s story."
Praise each other. Find something nice to say, even if it’s a stretch. Even the worst of ideas has a silver lining inside it, if you just look hard enough. Focus on the good, praise it, and then raise any objections or concerns you have about the rest of it.
Put it in writing. Always write down who is responsible for what, by when. Be concrete. Arrange meetings by email, and establish accountability. Never assume that someone’s roommate will deliver a phone message. Also, remember that "politics is when you have more than 2 people" – with that in mind, always CC (carbon copy) any piece of email within the group, or to me, to all members of the group. This rule should never be violated; don’t try to guess what your group mates might or might not want to hear about.
Be open and honest. Talk with your group members if there’s a problem, and talk with me if you think you need help. The whole point of this course is that it’s tough to work across cultures. If we all go into it knowing that’s an issue, we should be comfortable discussing problems when they arise -- after all, that’s what this course is really about. Be forgiving when people make mistakes, but don’t be afraid to raise the issues when they come up,
Avoid conflict at all costs. When stress occurs and tempers flare, take a short break. Clear your heads, apologize, and take another stab at it. Apologize for upsetting your peers, even if you think someone else was primarily at fault; the goal is to work together, not start a legal battle over whose transgressions were worse. It takes two to have an argument, so be the peacemaker.
Phrase alternatives as questions. Instead of "I think we should do A, not B," try "What if we did A, instead of B?" That allows people to offer comments, rather than defend one choice.
Advances in Sirsi Dynix unicorn - Symphony
Track Record of Growth
Growth is best charted by exemplifying features. You will find below key features added to Unicorn, which speak directly to the versatility and evolutionary nature of SirsiDynix Symphony.
1995: Web-based OPAC
1995: Hyperion Digital Media Archive
1996: Academic Reserves module
1998: Outreach module
1998: Frames version of Web OPAC
1998: Windows-based staff client
1998: Server on Windows NT
1999: Materials Booking module
1999: Support for Oracle database
1999: Enhanced Serials Control module
2000: iBistro e-Library with content
2002: Acquisitions module update
2002: Enhanced ILL functionality
2002: Extensions to Unicorn for DRA users
2002: SIP, SIP2, and NCIP interfaces
2002: Support for URSA 2.6 via NCIP
2003: SVA automated telephone notification
2003: Acquisitions selection lists and 9XX ordering
2003: Interface with B&N.com for book purchase
2004: PocketCirc handheld circulation unit
2004: Collection Exchange Module
2004: Java-based staff client
2004: Unicode compliance
2004: Server on Red Hat Linux
2004: Support for credit card payment
2004: PDA/wireless devices
2004: Director�s Station online analytical tool
2005: e-Resources management capabilities
2005: Updates to consortial ownership and scoping
2005: Support for enriched EDI
2006: Server on SUSE Linux
2006: Portal-based user-experience functions
2006: Content management in EPS portal
2006: SchoolRooms content and portal
2006: Acquisitions selection list loader
2006: Links to Serials Solutions ERMS
2006: NCIP enhancements to support many ILL tools
2006: Placing holds against entire search result sets
2006: Additional options for federated searching and OpenURL resolution
Growth is best charted by exemplifying features. You will find below key features added to Unicorn, which speak directly to the versatility and evolutionary nature of SirsiDynix Symphony.
1995: Web-based OPAC
1995: Hyperion Digital Media Archive
1996: Academic Reserves module
1998: Outreach module
1998: Frames version of Web OPAC
1998: Windows-based staff client
1998: Server on Windows NT
1999: Materials Booking module
1999: Support for Oracle database
1999: Enhanced Serials Control module
2000: iBistro e-Library with content
2002: Acquisitions module update
2002: Enhanced ILL functionality
2002: Extensions to Unicorn for DRA users
2002: SIP, SIP2, and NCIP interfaces
2002: Support for URSA 2.6 via NCIP
2003: SVA automated telephone notification
2003: Acquisitions selection lists and 9XX ordering
2003: Interface with B&N.com for book purchase
2004: PocketCirc handheld circulation unit
2004: Collection Exchange Module
2004: Java-based staff client
2004: Unicode compliance
2004: Server on Red Hat Linux
2004: Support for credit card payment
2004: PDA/wireless devices
2004: Director�s Station online analytical tool
2005: e-Resources management capabilities
2005: Updates to consortial ownership and scoping
2005: Support for enriched EDI
2006: Server on SUSE Linux
2006: Portal-based user-experience functions
2006: Content management in EPS portal
2006: SchoolRooms content and portal
2006: Acquisitions selection list loader
2006: Links to Serials Solutions ERMS
2006: NCIP enhancements to support many ILL tools
2006: Placing holds against entire search result sets
2006: Additional options for federated searching and OpenURL resolution
Sunday, October 25, 2009
Dream Job?
http://www.realcoachingco.com/find-your-dream-job.htm
got there by googling "web surfing" drift purposeful
got there by googling "web surfing" drift purposeful
librarian salaries: glass door and NZ
http://www.glassdoor.com/
username: squishedtomato
pw: s....z
http://www.careers.govt.nz/default.aspx?id0=60103&id1=J21720
Librarian - Pay and progression
Kaitiaki Pātaka Pukapuka
Pay
The Library and Information Association of New Zealand Aotearoa Remuneration Salary Survey 2008 shows that pay for librarians varies depending on their role and experience.
NZ dollars!!
Salaries of librarians working in New Zealand (2008) Job title Salary of lowest-paid 25% Median salary Salary of highest-paid 25%
Qualified librarian $42,105 $45,222 $52,144
Senior librarian $49,148 $54,118 $61,518
Team leader $47,785 $55,124 $64,040
Manager (Operations) $58,564 $67,430 $77,558
Senior Manager
(Strategy & Operations) $76,459 $91,484 $100,261
username: squishedtomato
pw: s....z
http://www.careers.govt.nz/default.aspx?id0=60103&id1=J21720
Librarian - Pay and progression
Kaitiaki Pātaka Pukapuka
Pay
The Library and Information Association of New Zealand Aotearoa Remuneration Salary Survey 2008 shows that pay for librarians varies depending on their role and experience.
NZ dollars!!
Salaries of librarians working in New Zealand (2008) Job title Salary of lowest-paid 25% Median salary Salary of highest-paid 25%
Qualified librarian $42,105 $45,222 $52,144
Senior librarian $49,148 $54,118 $61,518
Team leader $47,785 $55,124 $64,040
Manager (Operations) $58,564 $67,430 $77,558
Senior Manager
(Strategy & Operations) $76,459 $91,484 $100,261
Employee Engagement
http://www.right.com/capabilities/employee-engagement/default.aspx
How do you engage with, retain and motivate employees?
To give their best every day, employees need to feel they have a stake in the company’s success. Employee engagement results in part from understanding the company’s direction and the significance of an employee’s role in helping the company reach its goals.
Employee engagement is a key driver of organizational effectiveness and workforce performance. Right Management’s Employee Engagement capabilities identify the levels of engagement present within a given workforce population and set benchmarks by which to evaluate the level of engagement. Our offering includes an analysis to enable managers to understand and leverage the drivers of employee engagement unique to their organizations.
Employee Engagement Solutions
Strategic Communications Planning
Employing a four-phase approach, Right Management’s Strategic Communications solution helps organizations improve their ability to execute on the business strategy by ensuring that every employee understands—and is engaged in—achieving the business goals. By employing an internal audit of current communications processes, identifying target audiences, effectively developing and delivering focused messages with defined performance objectives, organizations can deliver clear, consistent messages that simplify the organizations’ business strategies in practical terms for employees.
Wellness and Productivity Management
Right Management’s approach enables organizations to identify the underlying causes affecting employee performance. We measure organizational wellness by quantifying the collective wellbeing and engagement of the employee and correlating the findings to key indices of productivity in the workplace. This allows leaders to make accurate and informed decisions about targeted and effective interventions which are most likely to lead to increases in productivity and other organizational performance measures.
Workforce Engagement and Retention Strategies
By measuring employee satisfaction, commitment to the organization, pride, and advocacy, you will have an accurate assessment of an employee’s commitment and contribution to the success of the organization. Right Management works with companies to develop and implement effective strategies for communication and engagement as a result of actions taken.
How do you engage with, retain and motivate employees?
To give their best every day, employees need to feel they have a stake in the company’s success. Employee engagement results in part from understanding the company’s direction and the significance of an employee’s role in helping the company reach its goals.
Employee engagement is a key driver of organizational effectiveness and workforce performance. Right Management’s Employee Engagement capabilities identify the levels of engagement present within a given workforce population and set benchmarks by which to evaluate the level of engagement. Our offering includes an analysis to enable managers to understand and leverage the drivers of employee engagement unique to their organizations.
Employee Engagement Solutions
Strategic Communications Planning
Employing a four-phase approach, Right Management’s Strategic Communications solution helps organizations improve their ability to execute on the business strategy by ensuring that every employee understands—and is engaged in—achieving the business goals. By employing an internal audit of current communications processes, identifying target audiences, effectively developing and delivering focused messages with defined performance objectives, organizations can deliver clear, consistent messages that simplify the organizations’ business strategies in practical terms for employees.
Wellness and Productivity Management
Right Management’s approach enables organizations to identify the underlying causes affecting employee performance. We measure organizational wellness by quantifying the collective wellbeing and engagement of the employee and correlating the findings to key indices of productivity in the workplace. This allows leaders to make accurate and informed decisions about targeted and effective interventions which are most likely to lead to increases in productivity and other organizational performance measures.
Workforce Engagement and Retention Strategies
By measuring employee satisfaction, commitment to the organization, pride, and advocacy, you will have an accurate assessment of an employee’s commitment and contribution to the success of the organization. Right Management works with companies to develop and implement effective strategies for communication and engagement as a result of actions taken.
Linked In Recommendations
Mohammed Alsalamah, Management & Professional Trainer/OD, Saudi Aramco (colleague) worked with you
“Chris is devoted to the learning field and this devotion translates to his ability to break outside of the status quo to generate novel ideas and solutions that fit the situation at hand. He is a great sounding board and is able to connect ideas, people, and projects from all across his network. If I were asked to describe him in one word, it would be a catalyst.” February 20, 2009
Robert Sultani, Owner, 21st Century Skills (business partner) was with another company when working with you
“Chris Stanley is a qualified professional who has a high level of dedication and towards his work. It is these qualities that made working with Chris a pleasure...” February 26, 2009
Carol Friday, Leadership and Learning Consultant, Saudi Aramco (colleague)
managed you
“I recommend Chris Stanley without hesitation. Chris is that rare person who combines a broad knowledge of learning technologies with the ability to teach and reach people. He is always enthusiastic, hard-working and is someone you can rely on 100%. I could always count on Chris. Chris Stanley worked with me at Saudi Aramco to set up the first computer-based learning centers in several locations throughout Saudi Arabia. We could not have done this without Chris's hard work and dedication. I was his supervisor at the time and he was critically important to our success, handling with ease many jobs, from helping with program installations, to reviewing vendor contracts, to marketing e-learning to employees. Later, I worked with Chris in the cutting-edge e-learning group, the Corporate Integrated Learning Services (CILS). Chris, as a key Learning Consultant, helped evaluate and acquire e-learning programs (including contracting for same) as well as promote e-learning company-wide. Frankly, e-learning at Saudi Aramco would not be where it is today without Chris's great contributions.” June 7, 2009
Janine Croft, Owner, Xpert Learning (business partner) was a consultant or contractor to you
“I have know Chris for many years in his role as Learning Consultant at Aramco. Chris is extremely knowledgeable on all aspects of learning and modalities of learning. He is a great source of information!” July 17, 2008
show Ian Smith, MD, InterAction (colleague) worked with you
“I have worked with Chris on projects for several years and thoroughly recommend him as a motivated and honest person who will get the job done. More than happy to back up this brief comment with a direct communication at your convenience.” August 4, 2008
Salah Almahdi, Principal, Saudi Aramco (colleague) managed you indirectly
“Chris is a hard-working employee who can accept new challenges. Moreover,he speaks more than three languages. He is motivated and can motivate people.” January 28, 2009
Peter Hughes, Training Consultant, Saudi Aramco (colleague) managed you
“Chris has extensive experience in evaluating and seeking out new training products in the market place and in particular e-learning products. Working closely with vendors has arranged and setup annual contracts to procure e-learning courses for Saudi Aramco for its employees. His knowledge and experience in the field e-learning within the Oil Industry has been key to the success of the program applied in the Company.” January 28, 2009
Tim Walker, EMEA Channel Manager, SkillSoft (business partner) was a consultant or contractor to you
“I've worked with Chris now for 6-7 years and during this time I've always found him to be very honest, reliable and helpful. He has is also a great person to work with from a customers perspective so I'm more than happy to recommend him.” January 29, 2009
Juan Gonzalez, Training Consultant, ETM -SARAMCO (colleague)
worked directly with you
“Chris is a professional educator with vast and detailed knowledge in educational, computer training programs. For the last two years he has been pivotal in recommending education resources for our training and planning section which deals with oil and gas insdustry equipment training issues. Chris is a proficient linguists (English-Spanish) who has used his linguistical experties to recommend English language programs for non-English speakers within Saudi-Aramco for which he has received laudatory comments. His tireless efforts to get the job done have optimized the educational costs of Saudi Aramco while delivering outstanding training to the corporation's employees at all levels. I would certainly endorse him on his future endeavors. Regards Juan Gonzalez Consultant EBIP/TS&CTD/TS&CD-Saudi Aramco Eastern Trading and Maintenance Company-Contractor” January 31, 2009
“Chris is devoted to the learning field and this devotion translates to his ability to break outside of the status quo to generate novel ideas and solutions that fit the situation at hand. He is a great sounding board and is able to connect ideas, people, and projects from all across his network. If I were asked to describe him in one word, it would be a catalyst.” February 20, 2009
Robert Sultani, Owner, 21st Century Skills (business partner) was with another company when working with you
“Chris Stanley is a qualified professional who has a high level of dedication and towards his work. It is these qualities that made working with Chris a pleasure...” February 26, 2009
Carol Friday, Leadership and Learning Consultant, Saudi Aramco (colleague)
managed you
“I recommend Chris Stanley without hesitation. Chris is that rare person who combines a broad knowledge of learning technologies with the ability to teach and reach people. He is always enthusiastic, hard-working and is someone you can rely on 100%. I could always count on Chris. Chris Stanley worked with me at Saudi Aramco to set up the first computer-based learning centers in several locations throughout Saudi Arabia. We could not have done this without Chris's hard work and dedication. I was his supervisor at the time and he was critically important to our success, handling with ease many jobs, from helping with program installations, to reviewing vendor contracts, to marketing e-learning to employees. Later, I worked with Chris in the cutting-edge e-learning group, the Corporate Integrated Learning Services (CILS). Chris, as a key Learning Consultant, helped evaluate and acquire e-learning programs (including contracting for same) as well as promote e-learning company-wide. Frankly, e-learning at Saudi Aramco would not be where it is today without Chris's great contributions.” June 7, 2009
Janine Croft, Owner, Xpert Learning (business partner) was a consultant or contractor to you
“I have know Chris for many years in his role as Learning Consultant at Aramco. Chris is extremely knowledgeable on all aspects of learning and modalities of learning. He is a great source of information!” July 17, 2008
show Ian Smith, MD, InterAction (colleague) worked with you
“I have worked with Chris on projects for several years and thoroughly recommend him as a motivated and honest person who will get the job done. More than happy to back up this brief comment with a direct communication at your convenience.” August 4, 2008
Salah Almahdi, Principal, Saudi Aramco (colleague) managed you indirectly
“Chris is a hard-working employee who can accept new challenges. Moreover,he speaks more than three languages. He is motivated and can motivate people.” January 28, 2009
Peter Hughes, Training Consultant, Saudi Aramco (colleague) managed you
“Chris has extensive experience in evaluating and seeking out new training products in the market place and in particular e-learning products. Working closely with vendors has arranged and setup annual contracts to procure e-learning courses for Saudi Aramco for its employees. His knowledge and experience in the field e-learning within the Oil Industry has been key to the success of the program applied in the Company.” January 28, 2009
Tim Walker, EMEA Channel Manager, SkillSoft (business partner) was a consultant or contractor to you
“I've worked with Chris now for 6-7 years and during this time I've always found him to be very honest, reliable and helpful. He has is also a great person to work with from a customers perspective so I'm more than happy to recommend him.” January 29, 2009
Juan Gonzalez, Training Consultant, ETM -SARAMCO (colleague)
worked directly with you
“Chris is a professional educator with vast and detailed knowledge in educational, computer training programs. For the last two years he has been pivotal in recommending education resources for our training and planning section which deals with oil and gas insdustry equipment training issues. Chris is a proficient linguists (English-Spanish) who has used his linguistical experties to recommend English language programs for non-English speakers within Saudi-Aramco for which he has received laudatory comments. His tireless efforts to get the job done have optimized the educational costs of Saudi Aramco while delivering outstanding training to the corporation's employees at all levels. I would certainly endorse him on his future endeavors. Regards Juan Gonzalez Consultant EBIP/TS&CTD/TS&CD-Saudi Aramco Eastern Trading and Maintenance Company-Contractor” January 31, 2009
Linked In 99 connections..
Adams, Todd
tadams@miswaco.com
View & edit details » REGION MANAGER at MI SWACO
1Al-Allatti, Hudhaib
hudhaib@promediakw.com
View & edit details » GM, Promedia International, ( hudhaib@promediakw.com )
15Alawiyat, Adel
adelmka@yahoo.com
View & edit details » Business Systems Analyst at Saudi Aramco
62Alegre, Renato A.
renalegre@gmail.com
View & edit details » Production & Facilities Engineer at Saudi Aramco
3Alireza, Faisal
faisal.alireza@aramco.com
View & edit details » Supervisor Competency Development & Consultation at Saudi Aramco
15Almahdi, Salah
salahpontiac@yahoo.com
View & edit details » Principal at Saudi Aramco
1Alsalamah, Mohammed
maa235@cornell.edu
View & edit details » Human Resources Rep at Shell Chemical LP
151Al-Shammari, Ahmad
ahmadir@yahoo.com
View & edit details » Editor/Writer at Saudi Aramco
1AlWosaibi, Fathi
wosaibfm@hotmail.com
View & edit details » Information Security Consultant at Saudi Aramco
47Anderson, Lori
loriandersn@yahoo.com
View & edit details » Global Manager - Curriculum & Instructional Development
70Atkind, Richard
richatkind@verizon.net
View & edit details » HR Director at TAC Worldwide, TopLinked.com
500+B
Bachle, Dan
backl-d@msn.com
View & edit details » OD Consultant at Saudi Aramco
72Bak Zinglersen, Henry
hzinglersen@aperianglobal.com
View & edit details » Managing Director, Middle East & Africa at Aperian Global
215Bartlett, Andrew
andrew.bartlett@aramco.com
View & edit details » SR OPERATIONS ENGINEER at Saudi Aramco
1Berg, Richard
richard.berg@aramco.com
View & edit details » PROG DEV&EVAL ANALYST at Saudi Aramco
1Bezoari, Carlo
carlobezoari@googlemail.com
View & edit details » Business Development Manager at Rosetta Stone
94Bogasmi, Sabah
sabah_95@yahoo.com
View & edit details » Learning Specialist at Saudi Aramco Total Refinery and Petrochmical Company
89Brumsey, Larry
llbrums@yahoo.com
View & edit details » Leadership Development, OD Consultant at Saudi Aramco
3C
Capuder, MBA, CPA, CISA, CIA, CFE, Lawrence
lawrencecapuder@yahoo.com
View & edit details » Senior IT Auditor and Consultant at Saudi Aramco
114Chan, Corinne
chansoonsen@yahoo.com
View & edit details » Hospitality Professional
94Christensen, Kent
kent.christensen@aramco.com
View & edit details » Saudi Aramco Leadership Forum Facilitator at Saudi Aramco
58Craig, Stephen
craigs@eorm.com
View & edit details » Vice President, Sales and Marketing (Environmental and Occupational Risk Management)
366Croft, Janine
janine.croft@xpertlearning.com
View & edit details » Owner, Xpert Learning
65Cruver, Phil
phil@kzoeducation.com
View & edit details » President of KZO Education - Learning 2.0 technologies and training
500+Cuadra, Michelle
michelle.cuadra@aramco.com
View & edit details » Industrial Relations at Saudi Aramco
92D
D'Arcy, Kevin
darcytk@yahoo.co.uk
View & edit details » Independent Higher Education Professional
4De La Cruz, Jose G.
jose.delacruz.2@aramco.com
View & edit details » Planning & Programs Analyst at Saudi Aramco
18Desai, Aparna
aparna.errum@gmail.com
View & edit details » Business Development Manager - APAC and ME at Upside Learning Solutions
185Dolan, John Desmond
john.dolan@aramco.com
View & edit details » Accounting Specialist at Saudi Arabian Oil Company
29E
Ethiraj, Roshini
rosh929@gmail.com
View & edit details » MEA - Business Development Manager at Synaptris
99F
Freda, Don
dfreda@ArticulateGlobal.com
View & edit details » Vice President, Sales, Articulate
126Friday, Carol
carolfriday@hotmail.com
View & edit details » Human Resources Professional
2Friesen, Jon
jfriesen@pitchphork.com
View & edit details » Systems Architect
60G
Gaster, Stewart
avs@avsmultimedia.com
View & edit details » Owner, AVS Multimedia
6Gokhale, Mayuresh
mayurgokhale@gmail.com
View & edit details » Manager - Business Development at Talentica
191Gonzales, Raul
excelsiorbiz@hotmail.com
View & edit details » Corporate Learning Services Consultant
140Gonzalez, Juan
juangjo27@yahoo.com
View & edit details » Training Consultant at ETM -SARAMCO
1Gonzalez, Juan
juan.gonzalez@aramco.com
View & edit details » PDE&E Analyst at Easter trading & Maintenance
3Griffiths, Hywel
hywelapdewi@yahoo.co.uk
View & edit details » Quality & Facility Management Supervisor
213Gurteen, David
david.gurteen@gurteen.com
View & edit details » Knowledge Management advisor, speaker and facilitator. Founder of the Gurteen Knowledge Community.
500+H
Higgins, Mike
michaelhiggins6@hotmail.co.uk
View & edit details » Commercial Manager London 2012 Olympic Project
75Hogan, SPHR, Thomas
hogan4254@yahoo.com
View & edit details » Management Trainer and OD Specialist at Saudi Aramco
46Hood, Alan
alanhoodsa@yahoo.com
View & edit details » Owner, APH Consulting
3Huffman, Kenneth N
ken@kenhuffman.com
View & edit details » Sr. Program Development & Evaluation Analyst
9Hughes, J. Patrick
jpatrickhughes@yahoo.com
View & edit details » Independent Professional Training & Coaching Professional
1Hughes, Peter
cphugsa@yahoo.com
View & edit details » Training Consultant at Saudi Aramco
7Hurst, Christine
christine.hurst@puresafety.com
View & edit details » Senior Region Manager at PureSafety
56I
Ijaz, Sajjad Ahmad
sajjad@albassamcorp.com
View & edit details » e-Learning Consultant at Image Systems Est.
4J
Jackson, Evan
Ejackson@mindleaders.com
View & edit details » Senior Account Executive at MindLeaders, Inc.
68Jackson, Randy
randall.jackson@aramco.com
View & edit details » Saudi Aramco Corporate Contracts
35Johnson, Caleb
calebj@expertus.com
View & edit details » Director of Strategic Accounts
65Joseph, Caffery
cafferyj@yahoo.com
View & edit details » Petroleum Engineer / Training Advisor at Saudi Aramco Oil Company
5K
Knight, John
aspsolutions@gmail.com
View & edit details » Security Consultant at Saudi Aramco
3L
Lewis, Deanne
flonight1820@hotmail.com
View & edit details » Professional Dev & Training Advisor at Saudi Aramco
1Looney, Jenel
jenel@hometowngeorgetown.com
View & edit details » Freelance writer and virtual assistant at Jenel Looney, Freelance Writer and Virtual Assistant
81Lyons, John
lyonsjack@yahoo.com
View & edit details » Education Management Professional
2M
M Cherian, Manoj
manoo_mc@hotmail.com
View & edit details » Training Manager at Al Hokair Group
386Meder, Gregg
greggmeder@yahoo.com
View & edit details » Consultant at ARAMCO
12Molinary, Martin
mdmolinary@yahoo.com
View & edit details » at
8N
Nazir, Javed
javed@amazingpropertiesbh.com
View & edit details » Owner, Amazing Properties
7Neuman, Matthew
mneuman1969@yahoo.com
View & edit details » Global HR and Mobility Professional
239O
Olckers, Tracy
tolckers@hotmail.com
View & edit details » Project Lead at Saudi Aramco
61P
Payne, Mark G.
markg.payne@yahoo.com
View & edit details » Senior OD Consultant - Saudi Aramco
86Pirtle, Justin
jgpirtle@hotmail.com
View & edit details » Director of Sales - Western Region at MindLeaders
54Pledge, Thomas
thomas.pledge@aramco.com
View & edit details » male model at Saudi Aramco
1Pugh, David
davids.bulk@gmail.com
View & edit details » seniortrainer at haka/aramco
1R
Rasheed, Riyas
riyasr@gmail.com
View & edit details » network specialist at Saudi Aramco
42Reakes, Michael
michaelreakes@hotmail.com
View & edit details » e-Learning Development Team Leader
19Rediker, Ken
kenneth.rediker@aramco.com
View & edit details » Director -- Management Development at Saudi Aramco
25Renno, Kam
kam_renno@hotmail.com
View & edit details » ERP Business Process Management & Organizational Change Management Senior Consultant at Saudi Aramco
500+Reventberg, Carolina
carolina_revent@hotmail.com
View & edit details » Staffing Specialist at KAUST (King Abdullah University of Science & Technology)
288Royston, Steve
steve.royston@btinternet.com
View & edit details » Co-Owner at Anfield Inc
38S
Saner, Cheri
cherisaner@yahoo.com
View & edit details » Creative and Marketing Lead at Saudi Aramco
110SantaNaria, Elizabeth
elysantamaria@yahoo.com
View & edit details » cleaner en gestlimsa
1Santosa, Ari
ari.santosa@yahoo.com
View & edit details » Cargo Service Executive at Qatar Airways Cargo
1Schorno, Kris
kschorno@meridianglobal.com
View & edit details » Product Marketing Manager & Assessment Project Manager at Aperian Global, Aperian Global
84Shaw, Jay
jay.shaw@netdimensions.com
View & edit details » Managing Director & CEO at NetDimensions
183Siddiqui, Mohammed Aamer
aamer184@yahoo.com
View & edit details » ERP SAP Consultant /Information Technology and Services Professional
46Silmon, Jerry
swannhotel2005@yahoo.com
View & edit details » Supplier Performance Analyst at Saudi Aramco
23Smith, Ian
ian.smith@interactiontraining.net
View & edit details » MD at InterAction
4Soto, Francisco
franciscosotopr@yahoo.com
View & edit details » Oil & Energy Professional
23Spindloe, Bill
bspindloe@yahoo.com
View & edit details » at Xpertlearning
102Spindloe, William
williams@coastal.com
View & edit details » Director Asia/Middle East at Coastal Training Technologies
8Stansbury, M. C. "Chip"
chiprena@bellsouth.net
View & edit details » Independent Energy Professional
8Steenkamp, Christo
stone007@rocketmail.com
View & edit details » Systems Analyst - Microsoft at Saudi Aramco
1Steuckrath, Curtis L
curtis.steuckrath@aramco.com
View & edit details » --
1Sultani, Robert
rcs_global@yahoo.com
View & edit details » CEO BUREL Industries
34Suzanna, Charlotte
cs@beaumontcatford.co.uk
View & edit details » Property Manager at Beaumont Estate Agents
1T
Thompson, Maher
mthompson@uks.ae
View & edit details » Division Manager at Universal Knowledge Solutions
60Tschanz, David
dtschanz@sahara.com.sa
View & edit details » Writer, speaker, computer specialist, epidemiologist and historian
111V
Vartikar, Neel
contactneel@gmail.com
View & edit details » Senior Manager International Business Development
453Voza, Andy
andrew.voza@aramco.com
View & edit details » aramco at saudi aramco
3W
Walker, Tim
TWalker@skillsoft.com
View & edit details » EMEA Channel Manager at SkillSoft
24Wallis, Dermot
dermot.wallis@aramco.com
View & edit details » Lead Trainer at Saudi Aramco
9Walton, Bill
jhbillwalton@worldnet.att.net
View & edit details » Board of Directors at Society of Applied Learning Technology (SALT)
22White, Cathy
cathy.white@kaust.edu.sa
View & edit details » Librarian at KAUST
1Wragg, Julian
julian.wragg@globalenglish.com
View & edit details » Director, Corporate Sales EMEA at GlobalEnglish Corporation
396Z
Zambrano, Diane
dianezambrano@yahoo.com
View & edit details » Independent Entertainment Professional
2#
tadams@miswaco.com
View & edit details » REGION MANAGER at MI SWACO
1Al-Allatti, Hudhaib
hudhaib@promediakw.com
View & edit details » GM, Promedia International, ( hudhaib@promediakw.com )
15Alawiyat, Adel
adelmka@yahoo.com
View & edit details » Business Systems Analyst at Saudi Aramco
62Alegre, Renato A.
renalegre@gmail.com
View & edit details » Production & Facilities Engineer at Saudi Aramco
3Alireza, Faisal
faisal.alireza@aramco.com
View & edit details » Supervisor Competency Development & Consultation at Saudi Aramco
15Almahdi, Salah
salahpontiac@yahoo.com
View & edit details » Principal at Saudi Aramco
1Alsalamah, Mohammed
maa235@cornell.edu
View & edit details » Human Resources Rep at Shell Chemical LP
151Al-Shammari, Ahmad
ahmadir@yahoo.com
View & edit details » Editor/Writer at Saudi Aramco
1AlWosaibi, Fathi
wosaibfm@hotmail.com
View & edit details » Information Security Consultant at Saudi Aramco
47Anderson, Lori
loriandersn@yahoo.com
View & edit details » Global Manager - Curriculum & Instructional Development
70Atkind, Richard
richatkind@verizon.net
View & edit details » HR Director at TAC Worldwide, TopLinked.com
500+B
Bachle, Dan
backl-d@msn.com
View & edit details » OD Consultant at Saudi Aramco
72Bak Zinglersen, Henry
hzinglersen@aperianglobal.com
View & edit details » Managing Director, Middle East & Africa at Aperian Global
215Bartlett, Andrew
andrew.bartlett@aramco.com
View & edit details » SR OPERATIONS ENGINEER at Saudi Aramco
1Berg, Richard
richard.berg@aramco.com
View & edit details » PROG DEV&EVAL ANALYST at Saudi Aramco
1Bezoari, Carlo
carlobezoari@googlemail.com
View & edit details » Business Development Manager at Rosetta Stone
94Bogasmi, Sabah
sabah_95@yahoo.com
View & edit details » Learning Specialist at Saudi Aramco Total Refinery and Petrochmical Company
89Brumsey, Larry
llbrums@yahoo.com
View & edit details » Leadership Development, OD Consultant at Saudi Aramco
3C
Capuder, MBA, CPA, CISA, CIA, CFE, Lawrence
lawrencecapuder@yahoo.com
View & edit details » Senior IT Auditor and Consultant at Saudi Aramco
114Chan, Corinne
chansoonsen@yahoo.com
View & edit details » Hospitality Professional
94Christensen, Kent
kent.christensen@aramco.com
View & edit details » Saudi Aramco Leadership Forum Facilitator at Saudi Aramco
58Craig, Stephen
craigs@eorm.com
View & edit details » Vice President, Sales and Marketing (Environmental and Occupational Risk Management)
366Croft, Janine
janine.croft@xpertlearning.com
View & edit details » Owner, Xpert Learning
65Cruver, Phil
phil@kzoeducation.com
View & edit details » President of KZO Education - Learning 2.0 technologies and training
500+Cuadra, Michelle
michelle.cuadra@aramco.com
View & edit details » Industrial Relations at Saudi Aramco
92D
D'Arcy, Kevin
darcytk@yahoo.co.uk
View & edit details » Independent Higher Education Professional
4De La Cruz, Jose G.
jose.delacruz.2@aramco.com
View & edit details » Planning & Programs Analyst at Saudi Aramco
18Desai, Aparna
aparna.errum@gmail.com
View & edit details » Business Development Manager - APAC and ME at Upside Learning Solutions
185Dolan, John Desmond
john.dolan@aramco.com
View & edit details » Accounting Specialist at Saudi Arabian Oil Company
29E
Ethiraj, Roshini
rosh929@gmail.com
View & edit details » MEA - Business Development Manager at Synaptris
99F
Freda, Don
dfreda@ArticulateGlobal.com
View & edit details » Vice President, Sales, Articulate
126Friday, Carol
carolfriday@hotmail.com
View & edit details » Human Resources Professional
2Friesen, Jon
jfriesen@pitchphork.com
View & edit details » Systems Architect
60G
Gaster, Stewart
avs@avsmultimedia.com
View & edit details » Owner, AVS Multimedia
6Gokhale, Mayuresh
mayurgokhale@gmail.com
View & edit details » Manager - Business Development at Talentica
191Gonzales, Raul
excelsiorbiz@hotmail.com
View & edit details » Corporate Learning Services Consultant
140Gonzalez, Juan
juangjo27@yahoo.com
View & edit details » Training Consultant at ETM -SARAMCO
1Gonzalez, Juan
juan.gonzalez@aramco.com
View & edit details » PDE&E Analyst at Easter trading & Maintenance
3Griffiths, Hywel
hywelapdewi@yahoo.co.uk
View & edit details » Quality & Facility Management Supervisor
213Gurteen, David
david.gurteen@gurteen.com
View & edit details » Knowledge Management advisor, speaker and facilitator. Founder of the Gurteen Knowledge Community.
500+H
Higgins, Mike
michaelhiggins6@hotmail.co.uk
View & edit details » Commercial Manager London 2012 Olympic Project
75Hogan, SPHR, Thomas
hogan4254@yahoo.com
View & edit details » Management Trainer and OD Specialist at Saudi Aramco
46Hood, Alan
alanhoodsa@yahoo.com
View & edit details » Owner, APH Consulting
3Huffman, Kenneth N
ken@kenhuffman.com
View & edit details » Sr. Program Development & Evaluation Analyst
9Hughes, J. Patrick
jpatrickhughes@yahoo.com
View & edit details » Independent Professional Training & Coaching Professional
1Hughes, Peter
cphugsa@yahoo.com
View & edit details » Training Consultant at Saudi Aramco
7Hurst, Christine
christine.hurst@puresafety.com
View & edit details » Senior Region Manager at PureSafety
56I
Ijaz, Sajjad Ahmad
sajjad@albassamcorp.com
View & edit details » e-Learning Consultant at Image Systems Est.
4J
Jackson, Evan
Ejackson@mindleaders.com
View & edit details » Senior Account Executive at MindLeaders, Inc.
68Jackson, Randy
randall.jackson@aramco.com
View & edit details » Saudi Aramco Corporate Contracts
35Johnson, Caleb
calebj@expertus.com
View & edit details » Director of Strategic Accounts
65Joseph, Caffery
cafferyj@yahoo.com
View & edit details » Petroleum Engineer / Training Advisor at Saudi Aramco Oil Company
5K
Knight, John
aspsolutions@gmail.com
View & edit details » Security Consultant at Saudi Aramco
3L
Lewis, Deanne
flonight1820@hotmail.com
View & edit details » Professional Dev & Training Advisor at Saudi Aramco
1Looney, Jenel
jenel@hometowngeorgetown.com
View & edit details » Freelance writer and virtual assistant at Jenel Looney, Freelance Writer and Virtual Assistant
81Lyons, John
lyonsjack@yahoo.com
View & edit details » Education Management Professional
2M
M Cherian, Manoj
manoo_mc@hotmail.com
View & edit details » Training Manager at Al Hokair Group
386Meder, Gregg
greggmeder@yahoo.com
View & edit details » Consultant at ARAMCO
12Molinary, Martin
mdmolinary@yahoo.com
View & edit details » at
8N
Nazir, Javed
javed@amazingpropertiesbh.com
View & edit details » Owner, Amazing Properties
7Neuman, Matthew
mneuman1969@yahoo.com
View & edit details » Global HR and Mobility Professional
239O
Olckers, Tracy
tolckers@hotmail.com
View & edit details » Project Lead at Saudi Aramco
61P
Payne, Mark G.
markg.payne@yahoo.com
View & edit details » Senior OD Consultant - Saudi Aramco
86Pirtle, Justin
jgpirtle@hotmail.com
View & edit details » Director of Sales - Western Region at MindLeaders
54Pledge, Thomas
thomas.pledge@aramco.com
View & edit details » male model at Saudi Aramco
1Pugh, David
davids.bulk@gmail.com
View & edit details » seniortrainer at haka/aramco
1R
Rasheed, Riyas
riyasr@gmail.com
View & edit details » network specialist at Saudi Aramco
42Reakes, Michael
michaelreakes@hotmail.com
View & edit details » e-Learning Development Team Leader
19Rediker, Ken
kenneth.rediker@aramco.com
View & edit details » Director -- Management Development at Saudi Aramco
25Renno, Kam
kam_renno@hotmail.com
View & edit details » ERP Business Process Management & Organizational Change Management Senior Consultant at Saudi Aramco
500+Reventberg, Carolina
carolina_revent@hotmail.com
View & edit details » Staffing Specialist at KAUST (King Abdullah University of Science & Technology)
288Royston, Steve
steve.royston@btinternet.com
View & edit details » Co-Owner at Anfield Inc
38S
Saner, Cheri
cherisaner@yahoo.com
View & edit details » Creative and Marketing Lead at Saudi Aramco
110SantaNaria, Elizabeth
elysantamaria@yahoo.com
View & edit details » cleaner en gestlimsa
1Santosa, Ari
ari.santosa@yahoo.com
View & edit details » Cargo Service Executive at Qatar Airways Cargo
1Schorno, Kris
kschorno@meridianglobal.com
View & edit details » Product Marketing Manager & Assessment Project Manager at Aperian Global, Aperian Global
84Shaw, Jay
jay.shaw@netdimensions.com
View & edit details » Managing Director & CEO at NetDimensions
183Siddiqui, Mohammed Aamer
aamer184@yahoo.com
View & edit details » ERP SAP Consultant /Information Technology and Services Professional
46Silmon, Jerry
swannhotel2005@yahoo.com
View & edit details » Supplier Performance Analyst at Saudi Aramco
23Smith, Ian
ian.smith@interactiontraining.net
View & edit details » MD at InterAction
4Soto, Francisco
franciscosotopr@yahoo.com
View & edit details » Oil & Energy Professional
23Spindloe, Bill
bspindloe@yahoo.com
View & edit details » at Xpertlearning
102Spindloe, William
williams@coastal.com
View & edit details » Director Asia/Middle East at Coastal Training Technologies
8Stansbury, M. C. "Chip"
chiprena@bellsouth.net
View & edit details » Independent Energy Professional
8Steenkamp, Christo
stone007@rocketmail.com
View & edit details » Systems Analyst - Microsoft at Saudi Aramco
1Steuckrath, Curtis L
curtis.steuckrath@aramco.com
View & edit details » --
1Sultani, Robert
rcs_global@yahoo.com
View & edit details » CEO BUREL Industries
34Suzanna, Charlotte
cs@beaumontcatford.co.uk
View & edit details » Property Manager at Beaumont Estate Agents
1T
Thompson, Maher
mthompson@uks.ae
View & edit details » Division Manager at Universal Knowledge Solutions
60Tschanz, David
dtschanz@sahara.com.sa
View & edit details » Writer, speaker, computer specialist, epidemiologist and historian
111V
Vartikar, Neel
contactneel@gmail.com
View & edit details » Senior Manager International Business Development
453Voza, Andy
andrew.voza@aramco.com
View & edit details » aramco at saudi aramco
3W
Walker, Tim
TWalker@skillsoft.com
View & edit details » EMEA Channel Manager at SkillSoft
24Wallis, Dermot
dermot.wallis@aramco.com
View & edit details » Lead Trainer at Saudi Aramco
9Walton, Bill
jhbillwalton@worldnet.att.net
View & edit details » Board of Directors at Society of Applied Learning Technology (SALT)
22White, Cathy
cathy.white@kaust.edu.sa
View & edit details » Librarian at KAUST
1Wragg, Julian
julian.wragg@globalenglish.com
View & edit details » Director, Corporate Sales EMEA at GlobalEnglish Corporation
396Z
Zambrano, Diane
dianezambrano@yahoo.com
View & edit details » Independent Entertainment Professional
2#
New linked in summary
Innovative, results oriented training professional with extensive human resources generalist experience within a corporate environment. Recognized expertise in training and employee development. Proven track record as a knowledgeable professional with the ability to identify problem areas and develop and implement solutions. Effective at building relationships with personnel at all levels within the company and providing the highest level of service to meet the strategic needs of the organization.
Was von STRP auszupressen ist...
Wenn sie mir nicht genug bezahlen wollen, dann sollen sie mir in Naturalien...
zB Kurse:(mit Zertifikaten!)
web development
project management
change management
zB Kurse:(mit Zertifikaten!)
web development
project management
change management
EVIDENCE OF RELEVANT COMPETENCIES (for Bahrain Poly)
Please provide an example of your competency in each of the following:
Senior executive roles difficult to BS - if executive means one who gets things done then,yes, I foot the bill..
Strategic and business planning and policy development: wrote operating plan (both narrative and financial projections) and 5 year business plans
grow talent
reduce costs
accelerate performance
Budgetary/financial management and resource allocation
prepared input for e-learning operating plan, in particular crafted budget that would provide courses that satisfied maximum number of users wihout neglecting specialist requests
Planning and organising work effectively Use own system of personal gant chart and reminders so that can meet both externally imposed deadlines as well as personal ones
Working effectively within and across teams
needs BS, this one
Building and managing wide, positive and productive relationships (managers,
colleagues,
students,
clients)
Researching and analysing information:
research known as company expert on avaialbilty of both electronic and physical resources
Administrative and clerical procedures.
Not just following, but writing libaray job descriptions (wie werden sie wissen..)
Technological proficiency relevant to the role:
Setting up new projects
Effective multi- tasking
Other competencies relevant to the position applied for
(please list and provide examples)
Ability to Learn Fast
Reach Consensus (consensus building persusion)
Goal orientation
Team building (physical and virtual)
Work to deadlines and Prioritizing
find list of existing competencies from Dalia abdulJawad or Larry - see also British Council behavioral competency list
Senior executive roles difficult to BS - if executive means one who gets things done then,yes, I foot the bill..
Strategic and business planning and policy development: wrote operating plan (both narrative and financial projections) and 5 year business plans
grow talent
reduce costs
accelerate performance
Budgetary/financial management and resource allocation
prepared input for e-learning operating plan, in particular crafted budget that would provide courses that satisfied maximum number of users wihout neglecting specialist requests
Planning and organising work effectively Use own system of personal gant chart and reminders so that can meet both externally imposed deadlines as well as personal ones
Working effectively within and across teams
needs BS, this one
Building and managing wide, positive and productive relationships (managers,
colleagues,
students,
clients)
Researching and analysing information:
research known as company expert on avaialbilty of both electronic and physical resources
Administrative and clerical procedures.
Not just following, but writing libaray job descriptions (wie werden sie wissen..)
Technological proficiency relevant to the role:
Setting up new projects
Effective multi- tasking
Other competencies relevant to the position applied for
(please list and provide examples)
Ability to Learn Fast
Reach Consensus (consensus building persusion)
Goal orientation
Team building (physical and virtual)
Work to deadlines and Prioritizing
find list of existing competencies from Dalia abdulJawad or Larry - see also British Council behavioral competency list
Saturday, October 24, 2009
SirsiDynix Symphony
SirsiDynix:
SirsiDynix: Integrated Library SystemsAt the heart of SirsiDynix's technology offerings for libraries and consortia is the integrated library system (ILS). For our ILS customers, SirsiDynix delivers superior technology, outstanding customer service, and the backing of a worldwide organization in place to help ensure they make the most of their investments in the ILS technology infrastructure. What we really provide is an enterprise solution – open, industry-standard, versatile, scalable technology for managing all technical and public services within libraries and consortia. With SirsiDynix ILS technology, libraries and consortia aren't just buying a product, though our ILS products offer n-tier architecture, open APIs, leading-edge security and authentication, and other leading technologies such as Java. In reality, our users are investing in the future of their institutions when they choose a SirsiDynix ILS.
SirsiDynix's flagship offering is SirsiDynix Symphony, a comprehensive, integrated library and consortium management system. It is built on the proven SirsiDynix Unicorn architecture that is in use by more library organizations around the world than any other single integrated library system.
With SirsiDynix Symphony leading the way for the future, SirsiDynix continues a 25-year commitment to providing libraries and consortia of all types and sizes a backbone system they can and do rely on to run their operations better and smarter, while and serving their users.
SirsiDynix: Integrated Library SystemsAt the heart of SirsiDynix's technology offerings for libraries and consortia is the integrated library system (ILS). For our ILS customers, SirsiDynix delivers superior technology, outstanding customer service, and the backing of a worldwide organization in place to help ensure they make the most of their investments in the ILS technology infrastructure. What we really provide is an enterprise solution – open, industry-standard, versatile, scalable technology for managing all technical and public services within libraries and consortia. With SirsiDynix ILS technology, libraries and consortia aren't just buying a product, though our ILS products offer n-tier architecture, open APIs, leading-edge security and authentication, and other leading technologies such as Java. In reality, our users are investing in the future of their institutions when they choose a SirsiDynix ILS.
SirsiDynix's flagship offering is SirsiDynix Symphony, a comprehensive, integrated library and consortium management system. It is built on the proven SirsiDynix Unicorn architecture that is in use by more library organizations around the world than any other single integrated library system.
With SirsiDynix Symphony leading the way for the future, SirsiDynix continues a 25-year commitment to providing libraries and consortia of all types and sizes a backbone system they can and do rely on to run their operations better and smarter, while and serving their users.
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