Sambutan Maulidur Rasul Peringkat Sekolah. Sambutan Maulidur Rasul 2. Rabu 2. 8 Rabiulawal 1. H bersamaan 2. 5 Mac 2. Tema sambutan pada tahun ini ialah . Majlis telah dimulakan lebih kurang pukul 3. Acara diteruskan di dewan besar Al- Aqsa dengan bacaan ayat- ayat suci Al- Quran berserta terjemahannya oleh adik Wan Mohd Wafiy Wan Othman bersama adik Ahmad Nor Fikri bin Zainol. Diikuti dengan ucapan pengetua dan Ceramah Khas Maulidur Rasul oleh Ustaz Ghazali bin Omar (SMKA Kuala Selangor). Majlis diakhiri dengan persembahan kumpulan nasyid Fitrah Murni serta penyampaian hadiah pertandingan perarakan. Menurut Setiausaha Program Ustazah Sharifah Mariah antara objektif program ini dijalankan ialah untuk: Mengingati kelahiran Rasulullah SAW. Sebagai tanda kecintaan kepada Rasulullah SAWMengamalkan ajaran Rasulullah SAW dalam segenap aspek kehidupan. Sejarah sekolah; yes id guru & murid; pibg sktpp2; cafe putra; guru kelas; friday, january 25, 2013. Utama Organisasi Visi & Misi Piagam Pelanggan PIBG Sejarah Sekolah Penafian Album. Mencontohi akhlak Rasulullah SAW yang terpuji. Meningkatkan keimanan dan ketakwaan kepada Allah Ta'ala. Beliau juga berharap agar semua warga Sepintar dapat menghayati falsafah sambutan ini diadakan iaitu dapat menambah baik kualiti kehidupan keseluruhannya, bukan tamat begitu sahaja sebaik tamatnya program ini. Mudah- mudahan segala niat baik dan murni ini akan mendapat keberkatan dari Allah SWT. Kerjasama Dengan Darul Hijrah Management Dan SMK PEI HWA Johor. Skip navigation Upload. Program Maulidur Rasul Di smk Pel Hwa Johor.wmv. Maulidur Rasul 1436H SMK Taman Daya 2 (14/2/2015).Program Sambutan Maulidur Rasul. Sesi ceramah Maulidur Rasul S.A.W yang. Kewujudan laman blog ini adalah di atas kesedaran bahawa membimbing dan mendidik murid yang 'istimewa' ini adalah satu kewajipan bagi. Sambutan Maulidur Rasul Peringkat Sekolah S ambutan Maulidur Rasul 2009 telah selamat diadakan pada hari Rabu 28 Rabiulawal 1430H. Menurut Setiausaha Program Ustazah Sharifah Mariah antara objektif program ini.
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The sad news comes almost a year to the day after A& E pulled the plug on The Glades after four seasons. RELATEDLongmire Season 3 Finale Recap: Feathers and Sons“We would like to thank the phenomenal cast, crew and producers of Longmire, along with our partners at Warner Horizon, for their tireless work on three seasons of quality dramatic storytelling,” reads a statement from A& E. We appreciate the enthusiasm and support of its many fans.”Border Security began airing on the National Geographic Channel in 2. The unscripted series was seen by millions of Canadians and has aired in dozens of other countries. The border agency saw the show as a means of informing Canadians and international audiences about its activities. Opponents who considered the program crass and exploitative had long pushed for its demise. The show amounted to a “reckless public- relations stunt,” said Laura Track, counsel for the civil liberties association. READ MORE: US- Canada border pre- clearance bill to be introduced shortly. The association hopes the privacy ruling sounds the death- knell for similar reality TV shows featuring law- enforcement agencies, she said in an interview. And what the privacy commissioner decided this week is that it’s also illegal.”The border agency told the commissioner the TV program was strictly based on voluntary participation, adding the show would not identify anyone who had not directly agreed to participate. During the agency raid of March 1. Mata Duran hid inside a building on the construction site but he was found and questioned by an officer about his identity, immigration status and employment. The Mexican man was later brought to an immigration detention facility, where he says he was presented with a consent form that he did not read but signed out of confusion and fear. Upon viewing the raw footage taken by the film crew, the privacy commissioner’s office concluded the entire interaction between the border officer and Mata Duran was captured on video before he was advised of the purpose of the filming, let alone asked for his permission. Ultimately, the commissioner was not satisfied that the border agency obtained Mata Duran’s “valid consent” for the filming. In general, the office concluded that due to the “coercive nature” of being detained by the border agency, those held “may not have a clear frame of mind to provide truly voluntary consent.”Mata Duran’s case raises the overarching question of whether “there is a public interest to be served by a government institution televising its operational activities,” the commissioner’s report adds. After the raid, Mata Duran was deported to Mexico, where he remains. Track lauded him as “a real hero” for lodging the privacy complaint when there was no prospect of personal gain, other than an acknowledgment “that what happened to him was wrong.”. Person Of Interest Cancelled Or Renewed for Season 5? Find out whether CBS cancels or renews Person Of Interest for Season 5, track CBS scorecard/ratings. In television, cancellation refers to the termination of a program by a network, typically because of low viewership, financial losses, or unfavourable critical reviews. It’s official: following much speculation, “Person of Interest” will conclude after its fifth season, Variety has confirmed. News of the cancellation. Their faces may no longer be on your television sets, but some familiar former CHCH personalities are still entering your homes through the web. For most people watching a TV show, its ratings success is probably not a major factor. Say 'Nielsens' or 'the demo' to many Americans and you'll get a puzzled look. 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Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviors to benefit a small business. REWARD VS. RECOGNITIONAlthough these terms are often used interchangeably, reward and recognition systems should be considered separately. Employee reward systems refer to programs set up by a company to reward performance and motivate employees on individual and/or group levels. They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. While previously considered the domain of large companies, small businesses have also begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance. As noted, although employee recognition programs are often combined with reward programs they retain a different purpose altogether. They are intended to provide a psychological—rewards a financial—benefit. Although many elements of designing and maintaining reward and recognition systems are the same, it is useful to keep this difference in mind, especially for small business owners interested in motivating staffs while keeping costs low. Your Life: Working with others. STRATEGIES FOR DEVELOPING A SUCCESSFUL EMPLOYEE RECOGNITION PROGRAM. Any of the results mentioned above can be achieved in connection with a successful employee recognition program. What is an Employee Recognition Program? Interested in seeing how Online Rewards has helped clients create award winning incentive and loyalty marketing programs? A brief tour with one. Massachusetts Institute of Technology's Rewards and Recognition program serves to highlight the excellence that exists in all areas and job functions across the. Rewards and recognition plan The Community Foundation of Ottawa has established an Employee Rewards and Recognition Program, applicable to virtually any situation, and flexible enough to take individual preferences into account. Recognition & Reward Program A best practice strategic recognition and rewards system based in behavioural theory. A Strategic Recognition & Rewards system from Achievement Awards Group enables you to foster a positive. DIFFERENTIATING REWARDS FROM MERIT PAY AND THE PERFORMANCE APPRAISALIn designing a reward program, a small business owner needs to separate the salary or merit pay system from the reward system. Financial rewards, especially those given on a regular basis such as bonuses, profit sharing, etc., should be tied to an employee's or a group's accomplishments and should be considered . By doing so, a manager can avoid a sense of entitlement on the part of the employee and ensure that the reward emphasizes excellence or achievement rather than basic competency. Merit pay increases, then, are not part of an employee reward system. Normally, they are an increase for inflation with additional percentages separating employees by competency. They are not particularly motivating since the distinction that is usually made between a good employee and an average one is relatively small. In addition, they increase the fixed costs of a company as opposed to variable pay increases, such as bonuses, which have to be . Finally, in many small businesses teamwork is a crucial element of a successful employee's job. Merit increases generally review an individual's job performance, without adequately taking into account the performance within the context of the group or business. DESIGNING A REWARD PROGRAMThe keys to developing a reward program are as follows: Identification of company or group goals that the reward program will support. Identification of the desired employee performance or behaviors that will reinforce the company's goals. Determination of key measurements of the performance or behavior, based on the individual or group's previous achievements. Determination of appropriate rewards. Communication of program to employees. In order to reap benefits such as increased productivity, the entrepreneur designing a reward program must identify company or group goals to be reached and the behaviors or performance that will contribute to this. While this may seem obvious, companies frequently make the mistake of rewarding behaviors or achievements that either fail to further business goals or actually sabotage them. If teamwork is a business goal, a bonus system rewarding individuals who improve their productivity by themselves or at the expense of another does not make sense. Likewise, if quality is an important issue for an entrepreneur, the reward system that he or she designs should not emphasize rewarding the quantity of work accomplished by a business unit. Properly measuring performance ensures the program pays off in terms of business goals. Since rewards have a real cost in terms of time or money, small business owners need to confirm that performance has actually improved before rewarding it. Often this requires measuring something other than financial returns: reduced defects, happier customers, more rapid deliveries, etc. When developing a rewards program, an entrepreneur should consider matching rewards to the end result for the company. Perfect attendance might merit a different reward than saving the company $1. It is also important to consider rewarding both individual and group accomplishments in order to promote both individual initiative and group cooperation and performance. Lastly, in order for a rewards program to be successful, the specifics need to be clearly spelled out for every employee. Motivation depends on the individual's ability to understand what is being asked of her. Once this has been done, reinforce the original communication with regular meetings or memos promoting the program. Keep your communications simple but frequent to ensure staff members are kept abreast of changes to the system. TYPES OF REWARD PROGRAMSThere are a number of different types of reward programs aimed at both individual and team performance. Variable Pay. Variable pay or pay- for- performance is a compensation program in which a portion of a person's pay is considered . It can take many forms, including bonus programs, stock options, and one- time awards for significant accomplishments. Some companies choose to pay their employees less than competitors but attempt to motivate and reward employees using a variable pay program instead. Good incentive pay packages provide an optimal challenge, one that stretches employees but remains in reach. If too much is required to reach the goal, the program will be ignored. Bonuses. Bonus programs have been used in American business for some time. They usually reward individual accomplishment and are frequently used in sales organizations to encourage salespersons to generate additional business or higher profits. They can also be used, however, to recognize group accomplishments. Indeed, increasing numbers of businesses have switched from individual bonus programs to one which reward contributions to corporate performance at group, departmental, or company- wide levels. According to some experts, small businesses interested in long- term benefits should probably consider another type of reward. Bonuses are generally short- term motivators. By rewarding an employee's performance for the previous year, they encourage a short- term perspective rather than future- oriented accomplishments. In addition, these programs need to be carefully structured to ensure they are rewarding accomplishments above and beyond an individual or group's basic functions. Otherwise, they run the risk of being perceived of as entitlements or regular merit pay, rather than a reward for outstanding work. Proponents, however, contend that bonuses are a perfectly legitimate means of rewarding outstanding performance, and they argue that such compensation can actually be a powerful tool to encourage future top- level efforts. Profit Sharing. Profit sharing refers to the strategy of creating a pool of monies to be disbursed to employees by taking a stated percentage of a company's profits. The amount given to an employee is usually equal to a percentage of the employee's salary and is disbursed after a business closes its books for the year. The benefits can be provided either in actual cash or via contributions to employee's 4. A benefit for a company offering this type of reward is that it can keep fixed costs low. The idea behind profit sharing is to reward employees for their contributions to a company's achieved profit goal. It encourages employees to stay put because it is usually structured to reward employees who stay with the company; most profit sharing programs require an employee to be vested in the program over a number of years before receiving any money. Unless well managed, profit sharing may not properly motivate individuals if all receive the share anyway. A team spirit (everyone pulling together to achieve that profit) can counter this—especially if it arises from the employees and is not just management propaganda. Stock Options. Previously the territory of upper management and large companies, stock options have become an increasingly popular method in recent years of rewarding middle management and other employees in both mature companies and start- ups. Employee stock- option programs give employees the right to buy a specified number of a company's shares at a fixed price for a specified period of time (usually around ten years). They are generally authorized by a company's board of directors and approved by its shareholders. The number of options a company can award to employees is usually equal to a certain percentage of the company's shares outstanding. Like profit sharing plans, stock options usually reward employees for sticking around, serving as a long- term motivator. Once an employee has been with a company for a certain period of time (usually around four years), he or she is fully vested in the program. If the employee leaves the company prior to being fully vested, those options are canceled. After an employee becomes fully vested in the program, he or she can purchase from the company an allotted number of shares at the strike price (or the fixed price originally agreed to). This purchase is known as . After purchasing the stock, the employee can either retain it or sell it on the open market with the difference in strike price and market price being the employee's gain in the value of the shares. Offering additional stock in this manner presents risks for both the company and the employee. If the option's strike price is higher than the market price of the stock, the employee's option is worthless. He explains relationships between project management and program management. At the middle of the hierarchy is the program manager. The Development Program Manager Role. Bridging Concept to Solution. A recent search on Monster.com for similar job title openings nationwide yielded about 800 Product.
Do You Have What It Takes to be a Project Manager? Do you have what it takes to be a project manager? The project management Q& A below, excerpted from 1. Project Management Problems and How to Solve Them, by Tom Kendrick, will help you decide. One of the most prevalent is the Myers- Briggs Type Indicator (MBTI). One of its factors describes a spectrum between introversion and extroversion. Projects are about people and teams, so good project leaders tend to be at least somewhat extroverted. Introverted project managers may find their projects wandering out of control because they are insufficiently engaged with the people responsible for the work. A second factor is the dichotomy between a preference for observable data and a preference for intuitive information. Projects are best managed using measurable facts that can be verified and tested. A third factor relates to whether decisions are based on logical objective analysis or on feelings and values. Projects, especially technical projects, proceed most smoothly when decisions are based on consistent, analytical criteria. The fourth MBTI factor is the one most strongly aligned with project management, and it describes how individuals conduct their affairs. On one extreme is the individual who plans and organizes what must be done, which is what project management is mostly about. On the other extreme is the individual who prefers to be spontaneous and flexible. Projects run by this sort of free spirit tend to be chaotic nightmares, and may never complete. Considering other factors. Project managers need to be “technical enough.” For small, technical projects, it is common for the project leader to be a highly technical subject matter expert. For larger programs, project managers are seldom masters of every technical detail, but generally they are knowledgeable enough to ensure that communications are clear and status can be verified. On small, technical projects, the project manager may be a technical guru, but that becomes much less important as the work grows. Large- scale projects require an effective leader who can motivate people and delegate the work to those who understand the details. Good project managers are detail oriented, able to organize and keep straight many disparate activities at a time. They are also pragmatic; project management is more about “good enough” than it is about striving for perfection. All of this relates to delivering business value—understanding the trade- offs between time, scope, and cost while delivering the expected value of the project to the organization. Finally, good project managers are upbeat and optimistic. They need to be liked and trusted by sponsors and upper management to be successful. They communicate progress honestly, even when a project runs into trouble. Retaining the confidence of your stakeholders in times of trouble also requires communicating credible strategies for recovery. Effective leaders meet challenges with an assumption that there is a solution. With a positive attitude, more often than not, they find one. What are the most important responsibilities of a project manager? Depends on: —Role: Project coordinator, Project leader, Project manager, Program manager—Organizational requirements and structure. The job of a project manager includes three broad areas: 1. Assuming responsibility for the project as a whole. Employing relevant project management processes. Leading the team. Precisely what these areas entail varies across the spectrum of roles, from the project coordinator, who has mostly administrative responsibilities, to the program manager, who may manage a hierarchy of contributors and leaders with hundreds of people or more. Regardless of any additional responsibilities, though, the following three areas are required: understanding your project, establishing required processes, and leading your team. What are the habits of successful project managers? Effective project leaders have a lot in common with all good managers. In particular, good project managers are people oriented and quickly establish effective working relationships with their team members. One of the biggest differences between a project manager and an individual contributor is time fragmentation. People who lead projects must be willing to deal with frequent interruptions. Project problems, requests, and other imperatives never wait for you to become unbusy, so you need to learn how to drop whatever you are doing, good- naturedly, and refocus your attention. Project leaders who hide behind “do not disturb” signs and lock their doors run the risk of seeing trivial, easily addressed situations escalate into unrecoverable crises. Between urgent e- mails, phone calls, frequent meetings, and people dropping in, project managers don't generally have a lot of uninterrupted time. You may need to schedule work that demands your focus and concentration before the workday begins, or do it after everyone has left for the day. This is a crucial part of being people oriented. Project leaders who find that they are not naturally comfortable dealing with others tend to avoid this part of the job and as a consequence may not stick with project management very long, by either their own choice or someone else's. Being people oriented means enjoying interaction with others (while being sensitive to the reality that some of your team members may not relish interaction as much as you do) and having an aptitude for effective written communication and conversations. Getting started. Initiation into project management often involves becoming an “accidental project manager.” Most of us get into it unexpectedly. One day you are minding our own business and doing a great job as a project contributor. Suddenly, without warning, someone taps you on the shoulder and says, “Surprise! You are now a project manager.”Working on a project and leading a project would seem to have a lot in common, so selecting the most competent contributors to lead new projects seems fairly logical. Unfortunately, the two jobs are in fact quite different. Project contributors focus on tangible things and their own personal work. Project managers focus primarily on coordinating the work of others. Novice project managers will need to invest time gaining the confidence of the team, determining their approach, and then delegating work to others. What is the value of project management certification? What about academic degrees in project management? Depends on: —Age and background—Current (or desired future) field or discipline. Considering project management certification. Project management certification has substantially grown in popularity in recent years, and some form of it or another is increasingly encouraged or required for many jobs in project management. The Project Management Professional (PMP. For many project managers, it is often a case of “it can't hurt and it may help” with your career. For those early in their careers, or looking to make a move into project management, or seeking a type of job where certification is mandatory, pursuing certification is not a difficult decision. For those project managers who are in fields where certifications and credentials are not presently seen as having much relevance, the cost and effort of getting certified in project management may not be worthwhile. For some, investing in education in a discipline such as engineering or business could be a better choice, and for others certification in a job- specific specialty will make a bigger career difference. Even for jobs where project management certification is not presently much of a factor, though, there may be trends in that direction. A decade ago, few IT project management openings required certification of any kind; today for many it's mandatory, and similar trends are visible in other fields. Considering project management degrees. A related recent movement has been the growth in academic degrees in project management. More and more universities are offering master's degrees in project management, often tied to their business curricula. Such programs may help some people significantly, particularly those who want to move into project management from a job where they feel stuck or wish to transition into a new field. A freshly minted degree can refocus a job interview on academic achievements rather than on the details of prior work experiences. Embarking on a degree program is a big deal for most people, though. It will cost a lot of money and requires at least a year full- time (or multiple years part- time while holding down a job). Before starting a rigorous academic degree program in project management, carefully balance the trade- offs between the substantial costs and realistically achievable benefits, and consider whether a degree in some other discipline might be a better long- range career choice. Excerpted by permission of the publisher from 1. Project Management Problems and How to Solve Them, by Tom Kendrick, PMP. Published by AMACOM, a division of American Management Association. Check out AMA’s Project Management seminars.
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