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|Yang Guorong||Indiana University Press||ePub|
CONDITIONED BY THE interrelation of human capacities with systems of norms, accomplishing oneself and accomplishing things constitutes human being’s basic way of being and mode of being. In the historical unfolding of accomplishing oneself and accomplishing things, the presentation of things and the directionality of intentions reciprocally interact; the world enters the realm of ideas through this interaction and henceforth becomes being with meaning. As noted earlier, the problem of meaning does not occur to the world in-itself; rather, the source of meaning lies in the historical process of one coming to know the world and oneself while transforming both oneself and the world. Originating from the being of humans and the being of the world, meaning is within and unfolds within humanized reality, but also emerges in the form of ideas. The former (humanizing reality) means that humans transform “Nature in-itself” into “Nature for-humans” through practical action, by means of which the world in-itself becomes being, which is impressed with the mark of human, and which embodies the ideal of human values. The latter (meaning in the form of ideas) is not only being that is known or understood, insofar as it also unfolds into different forms of the world of spirit in the process of being evaluated and being invested with senses of value.See All Chapters
|Adele Lynn||HRD Press, Inc.|
50 Activities for Developing Emotional Intelligence
The leader’s perception has much to do with the performance that we receive. If we value and treasure our employees, we tend to treat them in a way that is consistent with this feeling. On the other hand, if we view our employees as a drain or a burden, then our actions reflect this feeling. The emotionally competent leader knows that he or she must first determine the
“correct” vision of his or her employee before he or she can expect great or inspired performance. The emotionally competent leader knows that maintaining a positive, optimistic view of employees will result in building bonds with employees that will lead to greater performance.
We are not suggesting that leaders “put their head in the sand” and ignore performance problems. If such problems exist, leaders must address them.
However, there is an important distinction between addressing a performance problem and picking at performance issues. The emotionally wise leader knows to address the big issues, and from there, create a positive, optimistic view of performance that enables success.See All Chapters
People are still the driving force behind any organization. Even if a department does not have direct contact with the purchasing customer, they still have a wide range of ‘internal’ customers within the organization with whom they interact.
The efficiency of all these interactions has a dramatic effect upon the success or failure of the business.
The challenge with any form of staff development within a business is calculating the financial benefits. It is easy to define the costs of staff development, through the collation of invoices and measurement of time spent off the job, whereas the improvements to production are less easy to measure. For organizations where there is a pressure on cash flow, the budget for personal development is an easy target as there are fewer directly measurable gains – the Return on
Investment (ROI; Kaufman and Hotchkiss, 2006).
However, lack of skills can bring a number of inefficiencies into an organization; while these are not easily measured, all combine together to prevent the organization from working at its full effectiveness.See All Chapters
|Nha Ca||Indiana University Press||ePub|
I Don’t understand how, Thanks to what miraculous trick, our house remained intact.
We live in a narrow, crowded shelter dug deep underground; sandbags are piled up over the shelter opening and around it. We have been living like this for ten-odd days.
What’s the story? Ah, the first several days. The first several days there is no panic at all. As in other areas, the night of the first day of Tết we lie down, pressing ourselves close to the ground, crawling all the way under the beds because of gunfire everywhere. In the morning the Việt Cộng fill the house and the garden. They walk outside; there are so many of them that they seem to be everywhere. Uniforms? No. They wear all kinds of clothes. There is a small group wearing khaki, as expected, but a large number of them are clad in shorts. What is special – everybody wears colored bands on their arms or scarves around their necks.
So, what has happened? Has Hue already been lost?
We look at each other questioningly; we want to run across to our neighbors to ask them about any news, but that is impossible now. People stay put in their houses. And they [the Communist forces] issue an order that each household must dig its own underground shelter and begin to learn how to withstand hardships for the sake of victory. “We have already occupied Hue. There is still fighting in other places, and we expect to take over the entire country, which will mean victory.” This is what the Liberation Army said.See All Chapters
|Christine Dugan||Shell Education|
Name: _______________________________ Date:__________________
American Indian Homes
American Indians live in tribes. These tribes lived in different parts of the country. Long ago, they built homes that helped them survive. The homes were made with special materials. Native people used what they had.
American Indians lived in many different types of homes.
Some lived in grass houses. Tribes that lived on large, grassy plains used the grass to build homes. They worked well in warm climates. These structures were up to forty feet tall!
Adobe homes were a different type of home. They were called pueblos (PWEB-lohz). These homes were made of clay and straw. They often had more than one story! They worked well for tribes who stayed in one place for a long time.
Pueblos helped keep people cool in hot weather.
Plank houses worked well in cold climates. Tribes that lived in plank houses built them out of wood. They worked well in cold places with forests nearby. The people found tall trees in the forests to make planks. Plank houses were also permanent houses.See All Chapters
Business & Economics