Lelong

Tuesday, 21 June 2011

Fakta Menarik Dan Unik Jalanraya di Dunia.

Roudabout paling luas di dunia



Terletak di Putrajaya, Malaysia. Mungkin ade diantara kita yang tidak mengetahuinya. Berukuran 3.4 km. Pasti apabila korang drive di situ ingat kecil je kan? Tapi fakta tidak pernah menipu.
So, lepas ni anda perlu bangga jika melalui roundabout dkt situ.



Jalan paling bengkang-bengkok di dunia



Lombard Street merupakan jalan yang terletak di San Francisco, Amerika Syarikat. Kelajuan maksimum hanya 5 mph. Jarak antara selekoh hanya 1 meter dan hanya boleh dipandu 1 arah iaitu arah menurun. Di sebelah jalan terdapat rumah yang mahal- mahal.



Jalan Paling Sempit di Dunia



Sperhofstraße adalah merupakan jalan tersempit di dunia. Ianya
berada di di Baden-Württemberg, Jerman. Dengan keluasan hanya 12 cm untuk paling sempit dan 50 cm paling lebar. Dan yang pasti kereta tidak dapat melaluinya.



Roundabout paling mengelirukan di dunia



Roundabout yang dimaksudkan terletak di England dan dibina pada tahun 1972. 'Magic' roundabout itu juga mengandungi 5 mini roundabout di kelilingnya. Kepada pemandu yang pertama kali melalui kawasan ini perlu berhati-hati di sini. Ia juga telah dilabel sebagai jalan yang paling menakutkan di England.



Jalanraya terluas didunia



Jalan 9 de Julio Avenue di Argentina terletak kira-kira satu kilometer ke barat pantai Rio de la Plata, dari daerah Retiro di utara ke stesen Constitución di selatan. Jalan ini mempunyai tujuh lorong di setiap arah dan diapit di sebelah sama ada melalui jalan-jalan dengan empat lorong tambahan.



Jalan terpanjang didunia



Pan-American Highway, The Americas ini merupakan jalan yang terpanjang di dunia sejauh (48.000 km) yang melewati 15 negara
dari Amerika Selatan, Amerika Tengah dan Amerika Utara.
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Top Rated Internet Company

When I evaluate a company, I look for these key points. Keep in mind, when I join a company, my #1 goal is to make money and to do it legitimately. I do not want to hurt anyone or rip anyone off. This is what I've learned and these guidelines will help you determine what company is right for you.

1.If you are not making at least 75% of the upfront commission when you make a sale, forget it. This means that you are doing all the work and the company and/or the person above you is making all the money.
2.If you have to have 1000, 10,000 or 20,000 people in your organization before you make any real money. DO NOT Join. Most people will NEVER get there.
3.If they teach you to hold home parties and invite all your friends. Run away fast.
4.If they have a sales pitch 2-3 times a day and only 2-3 training classes per week.
This means that the company is more interested in selling you than training you how to make money long term
5.If you can't break even or get into profit with 3 sales, forget it.
6.If you can't speak with the owners or the corporate office via phone or webinar,
Forget it. I like to know who I am doing business with before I will do business with them.
7.If it is a start up or in pre launch, forget. The chances of these companies becoming the next Amway is about as good as winning the lottery. At least with the lottery, you have a chance to win once or twice a week. You might as well go to Vegas and blow your money on a good time. At least you'll have some great memories, see a great show and have a great meal.

These are not all the rules for success on the internet, but this is a great guideline to follow when evaluating an internet company. Use these guidelines to help you narrow down your choices for choosing a company that best fits yours goals.

After months and months of research, there is one company that stands out as the #1 Home Based Business on the Internet. The Top Rated Internet Company for Making Money is EDC Gold. EDC Gold gets a Gold Star for several reasons. It is the only company that gives you a real chance to make big money on internet. They pay out 100% commission. The owners work the business with you to ensure your success. The training at EDC Gold is worth the price of admission alone. The Marketing System at EDC Gold is the best. They have a marketing system that flat out works.

Cuti umum Malaysia 2011

Berikut adalah senarai cuti umum Malaysia 2011 :
1 Jan (Sat)     Tahun Baru     (Kecuali Johor, Kedah, Kelantan, Perlis & Terengganu)
11 Jan (Tue)     Hari Hol Almarhum Sultan Johor     (Hanya Johor)
14 Jan (Fri)     Hari Jadi Yang di-Pertuan Besar Negeri Sembilan    (Hanya Negeri Sembilan)
16 Jan (Sun)     Hari Jadi Sultan Kedah     (Hanya Kedah)
20 Jan (Thu)     Thaipusam      (Hanya untuk Kuala Lumpur, Putrajaya, Johor, Negeri Sembilan, Perak, Penang & Selangor)
1 Feb (Tue)     Hari Wilayah Persekutuan     (Hanya untuk Wilayah Persekutuan Kuala Lumpur, Labuan & Putrajaya)
3 Feb (Thu)     Tahun Baru Cina    National
4 Feb (Fri)     Tahun Baru Cina (2nd Day)     National (Kecuali Kelantan and Terengganu)
15 Feb (Tue)     Hari Jadi Nabi Muhammad (Maulidur Rasul)     National
4 Mar (Fri)     Ulang Tahun Pertabalan Sultan of Terengganu     (Hanya Terengganu)
30 Mar (Wed)     Hari Jadi Sultan Kelantan     (Hanya Kelantan)
31 Mar (Thu)     Hari Jadi Sultan Kelantan     (Hanya Kelantan)
15 Apr (Fri)     Ulang Tahun Pengistiharaan Melaka Bandaraya bersejarah    (Hanya Melaka)
19 Apr (Tue)     Hari Jadi Sultan Perak     (Hanya Perak)
22 Apr (Fri)     Good Friday     (Hanya Sabah & Sarawak)
1 May (Sun)     Hari Buruh     National
7 May (Sat)     Hari Hol Pahang     (Hanya Pahang)
17 May (Tue)     Hari Wesak     National
17 May (Tue)     Hari Jadi Raja Perlis     (Hanya Perlis)
30 May (Mon)     Harvest Festival     (Hanya Sabah & Labuan)
31 May (Tue)     Harvest Festival     (Hanya Sabah & Labuan)
1 Jun (Wed)     Hari Gawai     (Hanya Sarawak)
2 Jun (Thu)     Hari Gawai     (Hanya Sarawak)
4 Jun (Sat)     Hari Jadi Agong     National
29 Jun (Wed)     Israk & Mikraj     (Hanya Kedah, Negeri Sembilan & Perlis)
7 Jul (Thu)     Ulang Tahun Georgetown Bandaraya Sejarah Dunia     (Hanya Penang)
9 Jul (Sat)     Hari Jadi Governor Penang     (Hanya Penang)
20 Jul (Wed)     Hari Jadi Sultan Terengganu     (Hanya Terengganu)
1 Aug (Mon)     Awal Ramadan      (Hanya Johor, Kedah & Malacca)
17 Aug (Wed)     Nuzul Al-Quran     (Hanya Kelantan, Pahang, Perak, Perlis, Penang, Selangor & Terengganu)
30 Aug (Tue)     Hari Raya Puasa *     National
31 Aug (Wed)     Hari Raya Puasa *     National
31 Aug (Wed)     Hari Kebangsaan     National
10 Sep (Sat)     Hari Jadi Governor Sarawak     (Hanya Sarawak)
16 Sep (Fri)     Hari Malaysia      National
1 Oct (Sat)     Hari Jadi Governor Sabah    (Hanya Sabah)
8 Oct (Sat)     Hari Jadi Governor Malacca  (Hanya Malacca)
24 Oct (Mon)     Hari Jadi Sultan Pahang     Hanya Pahang)
26 Oct (Wed)     Deepavali     National
6 Nov (Sun)     Hari Raya Haji *     National
7 Nov (Mon)     Hari Raya Haji (2nd Day) *     (Hanya Kedah, Kelantan, Perlis & Terengganu)
22 Nov (Tue)     Hari Jadi Sultan Johor     (Hanya Johor)
27 Nov (Sun)     Awal Muharram (Maal Hijrah)     National
11 Dec (Sun)     Hari Jadi Sultan Selangor     (Hanya Selangor)
25 Dec (Sun)     Christmas     National
* Pengikut perubahan semasa.

Delegating Responsibility

Support Strategic Objectives, by: identifying roles and responsibilities necessary to support strategic objectives; defining roles, responsibilities, and degrees of authority, needed by individuals and teams; designing policies and procedures for the management of delegated activities. The purpose of this is to review the distribution of roles and responsibilities at the senior level. The aim of the review is to ensure that the distribution is balanced and appropriate. This is also an opportunity to make certain that the senior, executive level management structure is appropriate for the strategic direction being taken. If mismatches are discovered at this point, then the leader(s) have an opportunity to adjust the organisational structure, at this level, to better match the demands of the strategies.

Make Decisions On Activity To Delegate, by: deciding which areas of work, routine activity, stand alone projects, absence cover, key operational decisions, emergency or business disaster events, and strategic level decisions, should have responsibility or authority delegated to specific managers. This is an essential stage, but a difficult one. It involves forecasting and scenario planning, in order to determine which activities, and in which circumstances, should responsibility and authority be given. It requires the delegating leader(s) to analyse thoroughly the planned activity and potential events, in order to identify where delegation should take place, and to whom it should be given to.

Selecting Managers And Specialists To Delegate To, by: identifying the current roles, responsibilities and authority of those individuals and teams; evaluating the skills, abilities, and development potential, of existing (senior management) individuals and teams; assessing the degree of responsibility and authority that can be given to individuals and teams; identifying coaching and-or training needs to prepare individuals and teams for delegation. Carefully profiling the existing senior management individuals is critical, because delegation will not be effective if it is given to an individual who is not capable of using the delegated powers effectively. Where gaps in capability are identified, training or coaching should be provided to fill that gap. If the corrective action needs to be long term, then the delegation should be delayed until that process is complete.

Agree Responsibilities, Levels Of Authority, And Objectives, by: identifying delegated responsibilities and levels of authority for each individual manager, specialist, and team; discussing these with the individual managers and specialists; agreeing the degree of delegation; agreeing the objectives delegated to the individual. One of the most critical stages, this is where the details of the delegated responsibility and authority are explained, discussed and agreed. It is at this point that the leader(s) should aim to gain commitment to the delegated responsibilities and authority, to targets and deadlines, both qualitative and quantitative.



Clarifying The Boundaries, by: defining the limits, the boundaries, of the delegated powers; discussing and agreeing these boundaries; agreeing action that should be taken when the boundaries are reached. This must be treated as a separate stage in the process, and applies to both the leader and the manager being given delegated powers. The leader must understand and accept that delegation does not mean abandoning responsibility. The ultimate responsibility lies with the leader, the one delegating to others. Delegated powers must be managed and supported by the leader. The individual being given delegated powers must be clear about the limits of those powers, and understand that when that boundary, that limit, is reached, they should refer back to the one who delegated to them.

   
Remove Or Reduce Barriers To Effective Delegation, by: identifying organisational policies, procedures, structures, practices, or cultural aspects, which work against effective delegation; discuss ways in which barriers could be weakened or removed; implement changes or adjustments to reduce or eliminate identified barriers. Most organisations have visible and hidden barriers that inhibit and hinder effective management. The role of the leader(s) is to introduce direction, strategies, structures, policies, procedures, and influences, into the organisation, so that managers and specialists can operate in a culture which encourages creativity, innovation, high quality performance, and success. In parallel with this, the leader(s) must also encourage managers and specialists to take local responsibility for activities and decision making. To do this, barriers and constraints must be reduced to a minimum, leaving an appropriate level of controls in place.

Monday, 20 June 2011

Grassroots Leadership Principles

GrassRoots Leadership is a philosophy that empowers every individual to share the responsibility of achieving excellence. GrassRoots Leadership has as its core tenets:

• Lead by Example – GrassRoots Leaders know they must first change their own attitudes and behaviors before expecting their crew to change.

• Listen Aggressively – GrassRoots Leaders don't simply listen, they hear what their people are telling them. They know that those on the front lines are the most familiar with how operations can be more effective.

• Communicate Purpose and Meaning – GrassRoots Leaders help their crew understand (collectively and individually) how their work contributes to the success of the overall mission, as well as understand how that work supports the personal goals they have for themselves.

• Create a Climate of Trust – GrassRoots Leaders trust and cultivate trust from their crew. Without trust, the barriers that prevent excellent performance will never be lowered.

• Look for Results, Not Salutes – GrassRoots Leaders maximize performance by making their people grow. They succeed only where their people succeed.

• Take Calculated Risks – GrassRoots Leaders know that taking prudent, calculated risks is instrumental in maximizing performance.

• Go Beyond Standard Operating Procedure (SOP) – GrassRoots Leaders look at standard operating procedure as a guideline, because SOP doesn't change as rapidly as the environment and competition. Therefore, they foster a climate that encourages people to come up with better and more innovative ways to accomplish their mission.

Strengthen Others/Build Up Your People – GrassRoots Leaders focus on making their people grow and creating an environment where everyone can win, thereby making the entire team stronger.

• Generate Unity – GrassRoots Leaders work to not only change undesirable behaviors but to alter the underlying attitudes. By working toward a mutual respect for everyone, they level the playing field, permitting everyone to perform at their highest level.

• Cultivate Quality of Life – GrassRoots Leaders actively integrate fun into the work experience. They want their crew to have as much fun from 9 to 5 as they do at home from 5 to 9; thereby, gaining the passion, enthusiasm and creativity that they usually lock in their car in the parking lot each morning.

Introduction

This blog was created in order to share knowledge,opinion,articles,news or even complaint and comment.It will write in  English or malay language.Hope we all can share all the thing and can share it together.Further more we can create a better world toward increase our skill and knowledge.