emergin technologies

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emerging-technologies.pdf (1331 KB)

Paulo Antônio Alves de Almeida
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Dia do Psicólogo

Paulo Antônio Alves de Almeida
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persepolis

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Persepolis_2.0.pdf (2390 KB)

Pessoal,

Persepolis 2,0 descreve a revolta no Irã pós-eleitoral e espalha a palavra dos iranianos "luta histórica contra a repressão. Baseado na história em quadrinhos de Marjane Satrapi e editado por dois iranianos que vivem no exterior.

Persepolis 2.0 describes Iran’s post-election uprising and spreads the word about Iranians’ historic struggle against repression. Based on the graphic novel by Marjane Satrapi and edited by two Iranians living abroad.

Take a look at site : (Dêem uma olhada no site abaixo):

www.spreadpersepolis.com

abraços / Regards,

Paulo Antônio Alves de Almeida
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http://www.youtube.com/watch?v=CxIN79n4jVo

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Curva de Hubbert

King Hubbert : A PIC de produção do petróleo

http://www.dani2989.com/pdf/hubbertpt.pdf

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moodle

aprendendo/learning about e learning.www.moodle.org
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relatividade

http://noticias.terra.com.br/ciencia/interna/0,,OI3929703-EI238,00-Deformacoes+do+espacotempo+podem+ser+detectadas+em+breve.html
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USA e Brazil

Evendo Amcham - Relacionamento comercial com os EUA.

o site abaixo é um bom início para levantar informações. 

www.focusbrazil.org.br

Att,

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World’s Most Admired Company

The critical characteristics of a

World’s Most Admired Company

It is never easy to become one of the World’s Most Admired

Companies. In a changing world, the temptation for many

organizations is, quite understandably, to change frequently. As

this research shows, that may be a fatal flaw. Hay Group research

into the World’s Most Admired Companies of 2009 showed that they

change less in two important respects:

they have more stable strategies that stand the test of time  because their strategies aren’t always

changing, and their organizations are lined up to help execute their strategies, they aren’t changing their organizations as frequently as other companies. Their flexibility lies elsewhere – most notably

in the operating model. Crucially, this is the element to which other companies pay less attention. Operating models, the wiring of the business, are about processes and the alignment of key systems – and about how the work gets done. WMACs understand this in a way that others do not. If there is a single thing that a company can do to launch itself on the path to becoming a WMAC, it must build an organization that is unique and fit for purpose. It must then work tirelessly to align everything, including behaviors, jobs and culture. Collaboration in large global companies doesn’t come through simply wishing for it. Everything must contribute towards ensuring it actually happens.Together these are the lessons from the World’s Most Admired Companies. Organizations that fail to embrace the four characteristics – enduring strategies, aligned structures, robust operating models and equipped leaders – will struggle to join this impressive club.

Author

Katie Lemaire

Vice president

katie_lemaire@haygroup.com

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salmo 23

Salmos

23:1 O SENHOR é o meu pastor, nada me faltará.

23:2 Deitar-me faz em verdes pastos, guia-me mansamente a águas tranqüilas.

23:3 Refrigera a minha alma; guia-me pelas veredas da justiça, por amor do seu nome.

23:4 Ainda que eu andasse pelo vale da sombra da morte, não temeria mal algum, porque tu estás comigo; a tua vara e o teu cajado me consolam.

23:5 Preparas uma mesa perante mim na presença dos meus inimigos, unges a minha cabeça com óleo, o meu cálice transborda.

23:6 Certamente que a bondade e a misericórdia me seguirão todos os dias da minha vida; e habitarei na casa do SENHOR por longos dia

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coaching melhores estratégias profissionais

.

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comercial

Pessoal, 

os comerciais abaixo são muito interessantes!

http://tvuol.uol.com.br/permalink/?view/id=simone---onde-guardar-as-coisas-organizase-04023460C0B18346/user=i95odzp9u83s/date=2009-07-27&&list/type=tags/tags=727/edFilter=all/sort=mostVoted/

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O amor a si próprio

O controle emocional envolve a habilidade de pensar e ver com olhos de amor e proteção.

 

Ciúme, inveja,competição,rancor,raiva, mágoa estão intimamente relacionados a um profundo sentimento de falta de amor consigo mesmo.

 

Quando você conseguir gostar de si mesmo o suficiente para quando não ser correspondido em um afeto, não se frustrar, e nem sentir raiva e agredir o outro,

você está começando a melhorar sua auto estima.

 

O caminho é longo com auto respeito e admiração, você sobrevive em qualquer campo de concentração.

 

Ligue-se no amor , pois dos 3 - esperança , fé e amor (I Corintios 13) o amor é o mais importante.

 

Abraços,

 

 

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Adizes

The 11 Phases of the Adizes Methodology

“The Institute's methodology has enhanced internal communica- tions by encouraging habits of participatory management and by helping us accept change as normal and as continuous opportunity for the bank." Samuel H. Armacost, Former CEO, Bank of America Adizes Associates implement the methodology in phases, as part of a systematic approach designed to help a client accelerate their development from one Lifecycle phase to the next, on their path to Prime. The sequence, depth of delivery and duration of each phase are customized to meet the needs of each client. Phase I – Synergetic Organizational Diagnosis (Syndag™). A team-based managerial self-audit of the key internal issues that must be resolved to dramatically improve overall performance and help the organization become the champion of its market(s).   Phase II – Team Building (Synerteam™). Training and management of problem-solving teams focused on addressing the priority issues identified in Phase I. Phase III – Change Management System Deployment. Installation and management of a new change management structure that complements the organization’s normal hierarchical structure. The change system provides a new mechanism for continuously identifying and addressing systemic multi-departmental problems and opportunities. Phase IV – Vision / Mission / Values. The organization’s focus on strategic change is developed by looking at both the external and internal environment and selecting critical strategic imperatives. This information is then molded into the organization’s game plan for achieving a common direction and common goals that are backed by the management team. Phase V – Structural Realignment. The organization’s structure is redesigned to better support the new mission, match the organization’s technology, and respond to the environment with a clearly defined goal of producing vitality, entrepreneurship and growth, while supporting clear accountability for performance. Phase VI – Accountability. Management information systems are reviewed to help ensure that information for decision making is aligned with the responsibilities of the new structure. The goal is to have information systems that clearly define individual accountability. Phase VII – Adizes Technology Transfer. The Adizes technology is transferred to the client. We license, train and certify a critical mass of client personnel so that they can cost effectively cascade Adizes down into the organization at all levels. Phase VIII – Peak Performance Stretching. We use teamwork to develop plans and “stretch” the organization in order to achieve its peak performance. This phase typically produces rapid impacts on profitability, because it causes staff to aim for higher levels of performance. Phase IX – Strategic Resource Allocation. We work to evaluate the long-term direction and viability of each organizational unit. The emerging strategy supports current successes and identifies new directions for replacing discontinued activities. Phase X – Systemic Cybernetic Structure. To ensure that a solid mechanism for continuous adaptability to change is operating efficiently, we formalize the change management system initiated in Phase III and integrate it with structure designed in Phase V to create top-down and bottom-up flows of energy. Phase XI – Synergistic Rewards Systems. The new strategies, responsibilities, and teamwork require reassessment of the organization’s incentive and compensation systems. They must be consistent with and aligned to support achievement of the newly defined goals. Overview

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Adizes

Free webinar!

http://www.adizes.com/

" if all people think alike none of them is thinking too hard" Zen Expression

" se todas as pessoas pensam igual, nenhum deles está pensando em profundidade" Expressão Zen.

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Diante do Trono

Deus abençoe a todos!
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O Escafrando e a Borboleta - The Diving Dress and the Butterfly

The movie is sweet, deep, emotional and beautiful!

O filme é doce, profundo, emocional e lindo!

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