Just look this one, what are you thinking then ?
1 x 8 + 1 = 9
12 x 8 + 2 = 98
123 x 8 + 3 = 987
1234 x 8 + 4 = 9876
12345 x 8 + 5 = 98765
123456 x 8 + 6 = 987654
1234567 x 8 + 7 = 9876543
12345678 x 8 + 8 = 98765432
123456789 x 8 + 9 = 987654321
1 x 9 + 2 = 11
12 x 9 + 3 = 111
123 x 9 + 4 = 1111
1234 x 9 + 5 = 11111
12345 x 9 + 6 = 111111
123456 x 9 + 7 = 1111111
1234567 x 9 + 8 = 11111111
12345678 x 9 + 9 = 111111111
123456789 x 9 +10= 1111111111
9 x 9 + 7 = 88
98 x 9 + 6 = 888
987 x 9 + 5 = 8888
9876 x 9 + 4 = 88888
98765 x 9 + 3 = 888888
987654 x 9 + 2 = 8888888
9876543 x 9 + 1 = 88888888
98765432 x 9 + 0 = 888888888
Brilliant, isn’t it?
And look at this symmetry:
1 x 1 = 1
11 x 11 = 121
111 x 111 = 12321
1111 x 1111 = 1234321
11111 x 11111 = 123454321
111111 x 111111 = 12345654321
1111111 x 1111111 = 1234567654321
11111111 x 11111111 = 123456787654321
111111111 x 111111111=123456789 87654321
Now, take a look at this…
101%
From a strictly mathematical viewpoint:
What Equals 100%? What does it mean to give MORE than 100%?
Ever wonder about those people who say they are giving more than 100%?
We have all been in situations where someone wants you to GIVE OVER
100%.
How about ACHIEVING 101%?
What equals 100% in life?
Here’s a little mathematical formula that might help answer these questions:
If:
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
Is represented as:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26.
If:
H-A-R-D-W-O- R- K
8+1+18+4+23+ 15+18+11 = 98%
And:
K-N-O-W-L-E- D-G-E
11+14+15+23+ 12+5+4+7+ 5 = 96%
But:
A-T-T-I-T-U- D-E
1+20+20+9+20+ 21+4+5 = 100%
THEN, look how far the love of God will take you:
L-O-V-E-O-F- G-O-D
12+15+22+5+15+ 6+7+15+4 = 101%
Therefore, one can conclude with mathematical certainty that:
While Hard Work and Knowledge will get you close, and Attitude will get you there, It’s the Love of God that will put you over the top!
It’s up to you if you share this with your friends just the way I did.
Investors/readers have probably already heard all of the bad jokes regarding Six Flags.
"Things are so bad at Six Flags, it's now called Three Flags."
"The only thing rising at Six Flags is the rollercoaster."
"A contest offered a vacation prize. First Prize: a day at Six Flags. Second Prize: two days at Six Flags."
O.K., that last one was borrowed from arguably the greatest comedian of all time, Groucho Marx, but you get the point: times are tough for Six Flags (NYSE: SIX).
Six Flags has more than $2.4 billion in debt, hasn't posted a profit in years, and has a big hurdle next summer: a $288 million payment to preferred shareholders, The Wall Street Journal reported (subscription required). Six Flags' stock closed Friday down 10 cents to $1.02.
Attendance, down 3% in Q2, is expected to "decline by at least that percentage, or come in even lower" for the year stock analyst C. Leonard Bauer told BloggingStocks, adding that it's not an elaborate mystery concerning why Six Flags is becoming less of a destination of significance.
Investors/readers have probably already heard all of the bad jokes regarding Six Flags.
"Things are so bad at Six Flags, it's now called Three Flags."
"The only thing rising at Six Flags is the rollercoaster."
"A contest offered a vacation prize. First Prize: a day at Six Flags. Second Prize: two days at Six Flags."
O.K., that last one was borrowed from arguably the greatest comedian of all time, Groucho Marx, but you get the point: times are tough for Six Flags (NYSE: SIX).
Six Flags has more than $2.4 billion in debt, hasn't posted a profit in years, and has a big hurdle next summer: a $288 million payment to preferred shareholders, The Wall Street Journal reported (subscription required). Six Flags' stock closed Friday down 10 cents to $1.02.
Attendance, down 3% in Q2, is expected to "decline by at least that percentage, or come in even lower" for the year stock analyst C. Leonard Bauer told BloggingStocks, adding that it's not an elaborate mystery concerning why Six Flags is becoming less of a destination of significance.
A mission shift at the wrong time
"They're caught in the middle of a brand repositioning at a time of decreasing disposable income for most families. It's not a combo for success," Bauer said. Bauer added that he does not have a rating on nor own shares in any amusement park or entertainment company. The Reuters F2008/F2009 EPS consensus estimates for SIX are -$0.99/-$0.73.
Bauer said Six Flags has not transitioned quick enough from being "a date night, teenager-oriented, thrills amusement park" to "one that attracts more of a family crowd." Competitors bested it in the younger demographic, but it hasn't installed enough family-oriented rides and activities or implemented an effective marketing plan, for its new role, he said. As a result, it lost many teenage parkgoers, but hasn't made up for it in family attendance. This year's doubling of gasoline prices -- which substantially cut disposable income -- magnified Six's woes.
Bauer's prescription for Six Flags? At least a 20-25% cut in peak admission prices, with larger discounts for families, and closing the worst two to four of its 20 amusement parks, if attendance does not improve.
“Leadership” is big business. Google brings up over 171 million results for the word. There’s principle-centred leadership, spiritual leadership, post-modern leadership. Some experts pair leadership with ethics, gender, trust, even Santa Claus. All are undoubtedly clever people, if only for finding endless ways to milk the same, teat-chaffed, cash cow.
And one can understand why. In Roffey Park’s Management Agenda 2007 survey, 70 per cent of its senior-level respondents identified leadership as the most pressing business issue they faced. The survey shows organisations that develop leaders are twice as likely to over-perform against financial expectations as those that don’t, so it’s little wonder that, according to the CIPD’s 2008 Learning and Development survey, 90 per cent of HR professionals believe their organisations need to focus on developing leadership skills to meet their business objectives in the next two years.
But, first, one must choose one’s definition. So what exactly does leadership mean to you? Depending on your guru de jour, managers maintain the status quo, while leaders challenge it; managers are efficient, leaders effective; managers work within an organisation, leaders work on it; managers do things right, leaders do the right things.
Although it has the makings of a wonderful Cole Porter number, this is a specious argument, a combination of semantics, smoke and mirrors. Isn’t it possible, indeed desirable, to do the right things right?
Rather than “either/or”, surely management and leadership form a continuum? A successful firm needs people who are capable of being both transactional and transformational, with the precise blend and balance dependent on the business requirements.
Too many companies confuse leadership with seniority or long service. One has to act, think and feel like a leader and, most important, be seen as one.
If true leaders are born, can you thrust leadership upon others, or at least train them in it? First, question how many leaders your organisation needs, and at what levels. Hank McKinnell, former CEO of Pfizer, once said he wanted a company of 85,000 leaders. In the sense that everyone has some unique talent that should be developed, all are indeed leaders. However, how many chefs does one kitchen need before the broth is spoilt?
As for whether leadership can be learnt, I believe that while unconscious qualities – vision, inspiration, courage – can’t, leadership skills, such as visioning, empowerment and conflict management, can and should. Leadership development has to go beyond training to more informal, unstructured means of learning: mentoring, coaching, secondments, sabbaticals and action learning.
Leaders need to be responsible not only for their own development but also for enabling others to grow. The way they are developed will have a critical effect on how they motivate and engage their own staff.
However, if only 6 per cent are rewarded for developing skills, according to the CIPD’s 2007 Learning and Development survey, it’s scant surprise if 94 per cent have other priorities. Alas, as this wasn’t probed in the 2008 survey, we can’t tell if the situation has improved since. Everyone, whether they are leaders or not, should be measured and incentivised not only on what they achieve, but how they do so. What message does an organisation that allegedly “listens to its people” send if its leaders combine permanently closed doors with never-shut mouths?
The Government is cracking down on rogue employers - with a new phone helpline. That'll teach 'em...
The idea of the new Government helpline is that workers who are being mistreated or illegally underpaid can report their employer more easily, allowing the authorities to clamp down on nefarious management practices. There'll also be a high-profile publicity campaign, plus a new Fair Employment Enforcement Board of business and union representatives, tasked with co-ordinating the existing groups that enforce different bits of the current rules (like the Health and Safety Executive and HMRC).
The campaign, announced today by employment relations minister Pat McFadden, is an (admittedly rare) example of unions and businesses joining forces for the common good. Their joint report on the exploitation of vulnerable workers found that many were unaware of their rights and didn’t totally understand which public body was which (we can’t say we blame them – neither do we). Hence why McFadden has promised to spend £6m on an awareness-raising campaign, and brought in a single helpline to allow for a more co-ordinated official effort.
McFadden insists there will now be no hiding place for rogue employers: ‘There are still dark corners of the labour market where rogue employers seek to mistreat their workers and more needs to be done to safeguard people's rights. We want to prevent unscrupulous employers who undercut honest competition and prey on people who are fearful or so desperate to earn a living that they are open to exploitation,’ he said today.
However, the government has resisted union pressure to extend the remit of the current laws. The Gangmaster Licensing Act, which was introduced back in 2004 in the wake of the Morecambe Bay cockle-pickers disaster, only covers the agricultural and food-processing industries – but the TUC argued that workers in the construction, healthcare and hospitality sectors (which are often low-paid and staffed with vulnerable immigrant workers) were equally at risk. ‘The GLA is cleaning up the agriculture and food sectors it covers, and good employers in those sectors have welcomed the assurance that they will not be undercut by the rogue agencies and gangmasters,’ said general secretary Brendan Barber today (although he did welcome the report more generally).
Although the idea of another government body to manage a bunch of other government bodies (a super-quango, if you like) might fill you with horror, the move should increase the pressure on rogue bosses – and that has to be a good thing. After all, agencies that operate like this give everyone else in the sector a bad name...
Postingan
