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|Christina Setticase Fsp||Pauline Books and Media||ePub|
What Does Mercy Mean for Us Today?
[T]he fruit of the Spirit is love, joy, peace, patience,
kindness, generosity, faithfulness, gentleness, and self-control.…
If we live by the Spirit, let us also be guided by the Spirit.
— Galatians 5:22, 25
Acts of Mercy Form a Civilization of Love
John Paul II’s 1980 encyclical Dives in Misericordia (On the Mercy of God) is the ideal guide to transforming society and human relationships through mercy. It addresses something very fundamental to our fragile existence, especially in a world marked by violence, force, and insecurity. It is human to rely on justice, punishment, and law to maintain a safe world—personally and internationally. John Paul II, however, proposes something greater than fear and security. He calls us to a love that is based on the love of the Father and of Jesus: a love stronger than sin, more powerful than betrayal, deeper than fear.See All
|Brian Tracy||Berrett-Koehler Publishers||ePub|
Job descriptions and job requirements change so rapidly that you must continually redefine them for each employee. Here are five simple steps that you can use on a regular basis to improve the performance of every person who reports to you.
First, sit down with each employee and explain clearly what he or she is expected to do. Take your time. Describe the results that you want from the job. Make the results clear and objective. If the job is important enough, write out what you discuss so that the employee can read it and take it away with him or her.
Second, set measurable standards of performance for the job you want done. Quantify everything. Put financial measures on every single output responsibility, if possible. Find a way to measure the different aspects of the performance of the job. One of the great rules in management is What gets measured gets done. Another is If you cant measure it, you cant manage it.
Third, never assume understanding. When you have delegated an assignment, ask the employee to repeat it back to you in his or her own words. Never meet with a staff member to give an assignment without insisting that the staff member have a pad of paper on which he or she can write down what you say.See All
|Frank Lekanne Deprez||Berrett-Koehler Publishers||ePub|
THE SECOND ASPECT OF ZERO SPACE ORGANIZATIONS is that they are built on a fluid structure of partnerships. This involves an enormous change in mindset. After all, the corporate mindset has always held that the only way to succeed is to be independent of everyone and everything, to handle the whole industrial chain from A to Z, to leave nothing to chance, to do it all.
This was particularly true of many of the great industrial giants. In the automobile industry, with its revolutionary production line, companies literally did everything from scratch, right down to selling the car to the customer. Many multinationals grew large thanks to their ability to turn in-house innovations into market successes. Own the knowledge, own the technology, own the process: this was the guiding philosophy.
Today, this philosophy is naïve. Knowledge emerges, accumulates, and declines in a matter of months, hours, or even minutes. In this ever-changing world, this is the norm rather than the exception.
As we have seen, zero matter demands a new way of approaching knowledge, skills, and expertise. Don’t own it, pluck the benefits from it. The strategic aim of all companies must no longer be to acquire knowledge but rather to ensure access to it anytime, anyplace, anywhere.See All
|Natalya Gorbanevskaya||Carcanet Press Ltd.|
Business & Economics