http://interiorartss.com/roccoco-interiors.html
Leung has more than two decades of industry experience in multinationakl companies in the AsiaPacific region. Befored joining Microsoft, Simon held executive roles at Inc., including President, Asia Pacific, and Seniot Vice President & General Manager, Asia Pacific, Networks & While with Motorola, he was responsiblew for corporate governance in the Asia Pacific regiom and overall business operations for itsNetworkz & Enterprises business. He chaired Motorola Chinas Electronics Limited, leading Motorola'ds overall China strategy and business operations.
A seasonesd veteran in both the IT andtelecommunication industries, Leung has held numerous senior including: President for Asia Brightpoint Inc., a NASDAQ listed company specializing in value-added serviceas for the wireless telecommunications industry from 1997 to Vice President of the Asia Pacifivc Region for Tandem Computer from 1992 to Managing Director for Hong Kong and mainland Chinaq region for Electronic Data Systems in 1992; Managing Director for Hong Kong and mainlan d China for Stratus Computers from 1989; and Marketing Directodr for Wang Computers from 1986. In thess various roles, he oversaw marketing, sales, customer channel management, and key account relationships.
Leungf was born in Macau, China, and educatefd in Hong Kong and Canada. He has a Bachelorf of Science and an Honorary Doctoratwe from the University ofWestern Ontario, Canada, and a Businesws Administration and Management Doctorate from Hong Kong Polytechnixc University. **All Executive profile data provided byDow
Thursday, September 30, 2010
Tuesday, September 28, 2010
Gov't releases figures on Ill. children with health insurance - ABC7Chicago.com
http://oneminutehandicapper.com/comment.php?id=75
Gov't releases figures on Ill. children with health insurance ABC7Chicago.com September 28, 2010 (WLS) -- Illinois children were more likely to be covered by health insurance in 2009 than the year before, according to newly released ... |
Monday, September 27, 2010
Extensive Video Game Experience Readies Brain For More Challenging Hand-Eye Tasks - Medical News Today
http://conceptintermedia.com/index.php?aid=113855365443dcf336d01dd
TopNews United Kingdom | Extensive Video Game Experience Readies Brain For More Ch » |
Saturday, September 25, 2010
Survey: CEOs still foresee negative conditions - Boston Business Journal:
http://www.psinterface.com/sleek_high-end.html
“This quarter’s results reflect a continuingt weak set ofeconomid conditions,” said Ivan Seidenberg, chairman of Business Roundtable and chairmanm and CEO of “Conditions — while still negativer — appear to have begumn to stabilize.” The Washington-basedf association of CEOs represents a combined work force of nearlh 10 million employees and more than $5 trillioh in annual sales. When askex how they anticipate their sales to fluctuate in the next six 34 percent said sales will and 46 percent predicteda decrease. That is a sunnier forecast thanthe first-quarter outlook survey, when 24 percen t predicted higher sales. Fifty-one percent said theird U.S.
capital spending will fall in theseconcd quarter, and 12 percent said it will Forty-nine percent expect their U.S. employment to decrease in the next six up fromthe first-quarter outlool survey, when 71 percent predicted a drop in employment. Six percen anticipate their employee base to Member CEOs estimated thatthe nation’s real groszs domestic product will drop by 2.1 percent in compared with the CEOs’ first-quarter estimate of a 1.9 percent The outlook index — whichg combines member CEO projections for sales, capitak spending and employment in the six monthsx ahead — expanded to 18.5 in the second up from -5 in the first quarter.
An indez reading of 50 or lower is consistent with overalloeconomic contraction, and a reading of 50 or higheer is consistent with expansion.
“This quarter’s results reflect a continuingt weak set ofeconomid conditions,” said Ivan Seidenberg, chairman of Business Roundtable and chairmanm and CEO of “Conditions — while still negativer — appear to have begumn to stabilize.” The Washington-basedf association of CEOs represents a combined work force of nearlh 10 million employees and more than $5 trillioh in annual sales. When askex how they anticipate their sales to fluctuate in the next six 34 percent said sales will and 46 percent predicteda decrease. That is a sunnier forecast thanthe first-quarter outlook survey, when 24 percen t predicted higher sales. Fifty-one percent said theird U.S.
capital spending will fall in theseconcd quarter, and 12 percent said it will Forty-nine percent expect their U.S. employment to decrease in the next six up fromthe first-quarter outlool survey, when 71 percent predicted a drop in employment. Six percen anticipate their employee base to Member CEOs estimated thatthe nation’s real groszs domestic product will drop by 2.1 percent in compared with the CEOs’ first-quarter estimate of a 1.9 percent The outlook index — whichg combines member CEO projections for sales, capitak spending and employment in the six monthsx ahead — expanded to 18.5 in the second up from -5 in the first quarter.
An indez reading of 50 or lower is consistent with overalloeconomic contraction, and a reading of 50 or higheer is consistent with expansion.
Friday, September 24, 2010
Westminster Mall buys its Mervyn's - Phoenix Business Journal:
http://www.post911timeline.org/WI-Vernon_county.html
million square feet, has boughtt the mall’s vacant Mervyn’s building for $3.3 million, accordinyg to real estate records. The purchase may be a step towarcd putting the outdated which is only under single ownership in anticipation of its redevelopmengt asan urban-oriented, mixed-use Major mall tenants, including usually own their buildings. Mall ownee MD Management Inc. of Kansas City also no longer is workintg with local LLC on redevelopiny Westminster Mall and upgrading two of its Kansas City according to Alberta spokeswomanMegan Campbell.
An MD principal said as recentl yas January, according to The Denver Post, that he was happ y to be working with Alberta on a plan to redevelopl Westminster Mall. Progress on updating MD's hometow malls -- Metro Nort and Metcalf South -- slowed in the last few supposedly because of the economic according to the Kansas CityBusiness Journal. MD Westminster Parcelsz LLC, an MD Management entity, closec on the purchase of the Mervyn’s store from Chicago-baseed Klaff Realty LP in mid-May, according to Jefferson County realestatde records. “We sold our fee interest to an entit y controlled by themall landlord,” said Keith executive vice president at Klaff.
With the receng sale, Colorado’s 11 Mervyn’s stores all have been sold or leased to retaileres such as Burlington Coat Factory andSportes Authority, except for 15,000 square feet of the Pueblp store, Brown said. Englewood-based Sports Authoritu leases most of the space in theformedr Mervyn’s in Pueblo Mall. The Mervyn’s store at Westminsterr Mall closed in early one of 10 Colorado stores in the department store chain to shut down atthat time. Surviviny anchors at the mall include JC Penney’s and Completed in 1977, Westminster Mall is locatec at 5433 W. 88th Ave., just off U.S. Highway 36.
Westminster Mall’s longtime manager, Kenton Anderson, said he had no informatiomn regardingthe Mervyn’s building Tom Morgan, a principal at MD Management, didn’t returnh a call for comment. Westminstere Mall’s redevelopment is in the beginning stages, accordiny to the city of Westminster, which has pusher for an updating of the properttyfor years. “We look at the property as the existing but also as 100 acres in the middls ofthe U.S. 36 corridor, one of the most vibrantr corridors in the metro area,” said Susan Grafton, economic development managert for the city of Westminster.
“There’s loada of opportunity there … to do something more urbahn because of thetransportation access.” The redevelopment is in the “verty early conceptual design phase,” accordint to a summary of an April Westminster city counciol meeting. The concept includes retail, office and residentiakl space, as well as the realignmentr of nearby 88th Avenue andSheridaj Boulevard. Another component of the redevelopmentr is the nearby Regional Transportation Districtbus park-n-ride, at U.S. Highwau 36 and West 88th Avenue, whichn may get light rail.
The counciol adopted a resolution on April 13 forthe city’s developmentf authority to work with MD Management and potential developeres “to create a vision and assemblr properties to make redevelopment of Westminster Mall a reality,” the summarty said. Klaff and partnerds acquired the Mervyn’s department store chain in 2004for $1.655 billion. The joint venture that owns the storex filed for Chapter 11 bankruptcy reorganizationh inJuly 2008, and converted to Chapterd 7 liquidation in October.
million square feet, has boughtt the mall’s vacant Mervyn’s building for $3.3 million, accordinyg to real estate records. The purchase may be a step towarcd putting the outdated which is only under single ownership in anticipation of its redevelopmengt asan urban-oriented, mixed-use Major mall tenants, including usually own their buildings. Mall ownee MD Management Inc. of Kansas City also no longer is workintg with local LLC on redevelopiny Westminster Mall and upgrading two of its Kansas City according to Alberta spokeswomanMegan Campbell.
An MD principal said as recentl yas January, according to The Denver Post, that he was happ y to be working with Alberta on a plan to redevelopl Westminster Mall. Progress on updating MD's hometow malls -- Metro Nort and Metcalf South -- slowed in the last few supposedly because of the economic according to the Kansas CityBusiness Journal. MD Westminster Parcelsz LLC, an MD Management entity, closec on the purchase of the Mervyn’s store from Chicago-baseed Klaff Realty LP in mid-May, according to Jefferson County realestatde records. “We sold our fee interest to an entit y controlled by themall landlord,” said Keith executive vice president at Klaff.
With the receng sale, Colorado’s 11 Mervyn’s stores all have been sold or leased to retaileres such as Burlington Coat Factory andSportes Authority, except for 15,000 square feet of the Pueblp store, Brown said. Englewood-based Sports Authoritu leases most of the space in theformedr Mervyn’s in Pueblo Mall. The Mervyn’s store at Westminsterr Mall closed in early one of 10 Colorado stores in the department store chain to shut down atthat time. Surviviny anchors at the mall include JC Penney’s and Completed in 1977, Westminster Mall is locatec at 5433 W. 88th Ave., just off U.S. Highway 36.
Westminster Mall’s longtime manager, Kenton Anderson, said he had no informatiomn regardingthe Mervyn’s building Tom Morgan, a principal at MD Management, didn’t returnh a call for comment. Westminstere Mall’s redevelopment is in the beginning stages, accordiny to the city of Westminster, which has pusher for an updating of the properttyfor years. “We look at the property as the existing but also as 100 acres in the middls ofthe U.S. 36 corridor, one of the most vibrantr corridors in the metro area,” said Susan Grafton, economic development managert for the city of Westminster.
“There’s loada of opportunity there … to do something more urbahn because of thetransportation access.” The redevelopment is in the “verty early conceptual design phase,” accordint to a summary of an April Westminster city counciol meeting. The concept includes retail, office and residentiakl space, as well as the realignmentr of nearby 88th Avenue andSheridaj Boulevard. Another component of the redevelopmentr is the nearby Regional Transportation Districtbus park-n-ride, at U.S. Highwau 36 and West 88th Avenue, whichn may get light rail.
The counciol adopted a resolution on April 13 forthe city’s developmentf authority to work with MD Management and potential developeres “to create a vision and assemblr properties to make redevelopment of Westminster Mall a reality,” the summarty said. Klaff and partnerds acquired the Mervyn’s department store chain in 2004for $1.655 billion. The joint venture that owns the storex filed for Chapter 11 bankruptcy reorganizationh inJuly 2008, and converted to Chapterd 7 liquidation in October.
Wednesday, September 22, 2010
Fishing: Summer Slam tournament rolls on, even without snook - Naples Daily News
vorotintseyqah.blogspot.com
Fishing: Summer Slam tournament rolls on, even without snook Naples Daily News This weekend will bring the 12th incarnation of the annual Caloosa Tournament Series Summer Slam in Fort Myers Beach. ... |
Tuesday, September 21, 2010
Act like a
http://www.texytipografia.com/spanish.html
There are many things you should do butthey won’t make you that “best Staying calm, giving pep talks, plannin effectively and giving timely reviews are some to name just a few, that all managera should strive to achieve. However, none of thosee behaviors will make people think of you asthat “best The following list includes some simple thingsw you can do that will have a huge • Find out what your individualk subordinates want. Myriad experts assurw us that every employee wantsto advance, to learnm and to be passionate as part of an overarchingg mission.
Some have those motivations — but let’s face it, you also have a single parent who wanta to get asteady paycheck, stay with the same company and have enough free time to be with his “Mary” may want to get to the next rung of the ladde and she doesn’t care what job she has to do to get “John” likes to stay in the comforft zone he established 15 years ago. Can you change their personalities and motivations and convert them to a highe r commonteam goal? Maybe, but changing adults is very And do you really want to changre them?
Finding some way to make Bill’xs work a bit more time-flexible may motivatew him more than a raise, and you coulrd make Mary’s advancement contingent upon helping to achieve team Maybe you can find some way to let set-in-his-waysx John keep that comfortable position and contribute to the The key is to let people know that you see them as individuald with different needs and motivations. Keep them informed. Companywide meetinges and town hall sessions are But so is stopping someone by the vendinfg machineand saying, “Ift I don’t return your e-mailse right away, it’s because I’m involved in a special project.
” You can pop your head in the offices and say, “Employee evaluations are rescheduled for two months I don’t know why.” People like to know that they can trustg the boss to tell them what’s reallh going on — even if the answer is, “II don’t know.” • Give them credit. We sometimesx interview bosses who, in a four-hourf period, never once credit their team members for thei rsuccess — not You will rarely lose anythingb if, after being publicly praised for a you say, “I had a great team helping me.” Say thank you. It migh t sound obvious. But, oddly enough, this is rarely done on a consistenft basis.
• Tell them what the compant does. If you go one rung belows middle management, you may be surprised to find that somepeoplwe don’t know what your organizationh does. People may not want your company logo tattooef ontheir biceps, but they work betterr if they have a broad overview that helps them understand they are producing something. • Ask their One of our clients, the chairman of a very large retaio company, visits stores to ask personnel what they think will sell next However much peoplefeel “it’sx just a job,” they like havingv their opinions sought. And guess what sometimes you learn somethingfrom them.
Why aren’tf there more “best bosses?” For one thing, those behaviorss are taken for granted. Look at most C-level searcgh specs and you will find pages filledwith “MBA required,” “minimum 10 yeares experience,” “experience in mergers and acquisitions,” etc. Take note of how many timesw you don’t see: “We need candidates who keep peoples informed, treat them like individuals, give credit to theire team and have real dialogue even ifonly briefly” and “Theyu need to know something about our industry, but we’ll teac h them the rest.
” Some of our successful clientz specify exactly that — but most companiees don’t. Try asking employees these questions or makingh thesehelpful comments: Bill, how are you liking the job? did you hear about our latest acquisition? Dolores, there’s going to be some construction next week and the parkinb lot will be torn up. Juan, thanks for getting those reports out. Sam, what do you thinki about the way we’re laying out the warehouse? Jan, would you like to go with me to aclieng meeting? Thank you for thoss kind words, I have to tell you I couldn’ty have done it without Dolores and Juan. Sound too simple??
Try it, and we’ll bet that the next time we doa “besrt boss you ever had survey,” your name will be on the But even if it’s not, we guaranteed you will be the “best boss ever” to many
There are many things you should do butthey won’t make you that “best Staying calm, giving pep talks, plannin effectively and giving timely reviews are some to name just a few, that all managera should strive to achieve. However, none of thosee behaviors will make people think of you asthat “best The following list includes some simple thingsw you can do that will have a huge • Find out what your individualk subordinates want. Myriad experts assurw us that every employee wantsto advance, to learnm and to be passionate as part of an overarchingg mission.
Some have those motivations — but let’s face it, you also have a single parent who wanta to get asteady paycheck, stay with the same company and have enough free time to be with his “Mary” may want to get to the next rung of the ladde and she doesn’t care what job she has to do to get “John” likes to stay in the comforft zone he established 15 years ago. Can you change their personalities and motivations and convert them to a highe r commonteam goal? Maybe, but changing adults is very And do you really want to changre them?
Finding some way to make Bill’xs work a bit more time-flexible may motivatew him more than a raise, and you coulrd make Mary’s advancement contingent upon helping to achieve team Maybe you can find some way to let set-in-his-waysx John keep that comfortable position and contribute to the The key is to let people know that you see them as individuald with different needs and motivations. Keep them informed. Companywide meetinges and town hall sessions are But so is stopping someone by the vendinfg machineand saying, “Ift I don’t return your e-mailse right away, it’s because I’m involved in a special project.
” You can pop your head in the offices and say, “Employee evaluations are rescheduled for two months I don’t know why.” People like to know that they can trustg the boss to tell them what’s reallh going on — even if the answer is, “II don’t know.” • Give them credit. We sometimesx interview bosses who, in a four-hourf period, never once credit their team members for thei rsuccess — not You will rarely lose anythingb if, after being publicly praised for a you say, “I had a great team helping me.” Say thank you. It migh t sound obvious. But, oddly enough, this is rarely done on a consistenft basis.
• Tell them what the compant does. If you go one rung belows middle management, you may be surprised to find that somepeoplwe don’t know what your organizationh does. People may not want your company logo tattooef ontheir biceps, but they work betterr if they have a broad overview that helps them understand they are producing something. • Ask their One of our clients, the chairman of a very large retaio company, visits stores to ask personnel what they think will sell next However much peoplefeel “it’sx just a job,” they like havingv their opinions sought. And guess what sometimes you learn somethingfrom them.
Why aren’tf there more “best bosses?” For one thing, those behaviorss are taken for granted. Look at most C-level searcgh specs and you will find pages filledwith “MBA required,” “minimum 10 yeares experience,” “experience in mergers and acquisitions,” etc. Take note of how many timesw you don’t see: “We need candidates who keep peoples informed, treat them like individuals, give credit to theire team and have real dialogue even ifonly briefly” and “Theyu need to know something about our industry, but we’ll teac h them the rest.
” Some of our successful clientz specify exactly that — but most companiees don’t. Try asking employees these questions or makingh thesehelpful comments: Bill, how are you liking the job? did you hear about our latest acquisition? Dolores, there’s going to be some construction next week and the parkinb lot will be torn up. Juan, thanks for getting those reports out. Sam, what do you thinki about the way we’re laying out the warehouse? Jan, would you like to go with me to aclieng meeting? Thank you for thoss kind words, I have to tell you I couldn’ty have done it without Dolores and Juan. Sound too simple??
Try it, and we’ll bet that the next time we doa “besrt boss you ever had survey,” your name will be on the But even if it’s not, we guaranteed you will be the “best boss ever” to many
Subscribe to:
Posts (Atom)