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“How To Write A Business Plan Step By Step
In this article, I am going to give you a wake-up call. You may have been doing a particular thing without actually getting the result. If you have been using the internet for a long time, my question is, “why have you not made money online yet.” I am so sure of this question because I know how much any daring person could earn if you just decide to.
Are you thinking of starting your own business, but you’re afraid, concerned…actually, you’re freaked out? That puts you in good company with many others who have come before you and asked the same question: Do I have what it takes? According to the dictionary, an entrepreneur is someone who organizes, manages, and assumes the risks of a business or enterprise. That sounds pretty straight-forward, doesn’t it? We all have some degree of organizational skills. How’s about management skills? Were you dressed when you left the house this morning? Then somewhere along the way you managed the process of picking out clothes and putting them on your body, right?
Visit here for more: onlineibusiness.com”
Work Ethic
Online Business Quotes
Online Business
Businessplan
Online Business Tips
“You don’t build an organization by pointing fingers. Its not what they did, its what you did not do.”
Sunil Godhwani
Sunil Godhwani Religare
“Some of Batista’s followers intimidated jailed and even killed political opponents. One of the pro-Batista paramilitary thugs was Rolando Arcadio Masferrer Rojas, who was born in Holguín on July 12, 1918. He had been a member of the Abraham Lincoln Brigade, organized in 1936 by the Communist International during the Spanish Civil War. Returning to Cuba, Masferrer became a staunch supporter of Batista, who at that time had the backing of the Communist Party. Masferrer was by no means the average run of the mill thug and, in addition to being a lawyer, he ran for office and won a seat in the Cuban Senate. He was also a guerrilla leader, political activist, a member of the Cuban Communist Party, a newspaper publisher, and responsible for the founding of “Los Tigres de Masferrer,” a guerrilla organization he organized to support Batista militarily. He also published two newspapers, Tiempo in Havana and Libertad in Santiago de Cuba.
Becoming a radical anti-communist, he was ousted from the Cuban Communist Party. Regardless, Masferrer was a dangerous man and people learned to keep their mouths shut and play it low key when he was around. As a pro-Batista political activist, he took credit for supposedly attacking Castro’s rebels in the Sierra Maestra Mountains. Actually, in most cases his group of not-so-fierce fighters stayed safely within the city limits of Santiago de Cuba, extorting money from the residents.
In 1959, after Castro’s entry into Havana, Masferrer fled to the United States where he befriended American union bosses such as Jimmy Hoffa and got to know Mafia leaders such as Santo Trafficante in Tampa, Florida. Masferrer worked with Richard Bissell of the Central Intelligence Agency, planning another assassination attempt on Castro. He was seen at a ranch owned by multi-millionaire Howard Hughes, where he was training paid assassins, and he even met with President Kennedy in Washington.
With money contributed by fellow Cubans living in Florida, he later planned to carry out the assassination of Fidel Castro by attacking him from a distant base in Haiti. It all ended when, on October 31, 1975, Masferrer was killed by a car bomb in Miami. Although his figures may be somewhat exaggerated, Castro claimed that Masferrer was responsible for the death of as many as 2,000 people during the Batista era.”
Murder
Mma Captain Hank Bracker
Cuban Revolution
Communist Party
Batista
Abraham Lincoln Brigrad
VC: An American History
“If one asks how exactly VCs do that they do, it is not clear that the answer today is much different from half a century ago. The dominant form of organization is still the limited partnership with an ephemeral fund life, even though this places constraints on the time scale of investment returns. Although there have been some organizational structure and strategy innovation, these have been paradoxically rare in an industry that finances radical change.”
Vc
“IMCI Advisory & Coaching is a special division of the IMCI Group, dedicated to offering a wide spectrum of solutions that play an integral role in organizational success. These include Interim Management, Succession Management, Executive Search, HR Management, Business Coaching, and Training. They have a team of high-profile industry experts and consultants who are certified and experienced to provide definitive solutions for any kind of organizational needs.”
Financial Advisor
Business Consultant
The Culture Code: The Secrets of Highly Successful Groups
“We have a place in our brain that's always worried about what people think of us, especially higher ups. As far as our brain is concerned, if our social system rejects us, we could die. Given that our sense of danger is so natural and automatic, organizations have to do some pretty special things to overcome that natural trigger.”
Culture
Organizations
Build Safety
The End of Average: How We Succeed in a World That Values Sameness
“when an organization makes the decision to value the individuality of its employees, it is not only the employees who win—the system wins, too, and wins bigger than ever.”
Leadership
Management
Hr
Future Of Work
Rashtriya Swayamsevak Sangh - A peerless organization in the world
“I cannot do anything in life, I am inferior and insufficient' is a sentiment more deadly than diseases like Aids and Cancer; and it is the 'HanumanChalisa' that wipes out this sentiment.”
Sentiment
Cancer
Aids
Hanuman Chalisa
The INTP: Personality, Careers, Relationships, & the Quest for Truth and Meaning
“INTPs deplore doing things in standard, predefined ways. As Ti-Ne types, standardization runs against their grain. INTPs thrive on doing things their own way, developing and employing their own Ti approach. This makes them reluctant to function as employees, loathing the idea of answering to someone else. INTPs also struggle to embrace an organization’s vision and methods as their own. In many respects, they are control freaks. They want to be in full control of themselves and avoid being controlled or managed by others.”
Intp
The INTP: Personality, Careers, Relationships, & the Quest for Truth and Meaning
“In light of their reluctance to freely reveal the rational side of their personality, as well as the scattered nature of their Ne expressions, INTPs feel their true level of knowledge and competence is often lost on others. This is especially common in the workplace, where their lack of enthusiasm for organizational life, combined with their quirky outward demeanor, may be mistaken for incompetence.”
Intp
The Social History of Art: Volume 3: Rococo, Classicism and Romanticism
“The real meaning of historical materialism, and at the same time, the most important advance of the philosophy of history since the romantic movement, consists rather in the insight that historical developments have their origin not in formal principles, ideas and entities, not in substances which unfold and produce in the course of history mere ‘modifications’ of their fundamentally unhistorical nature, but in the fact that historical development represents a dialectical process, in which every factor is in a state of motion and subject to constant change of meaning, in which there is nothing static, nothing timelessly valid, but also nothing one-sidedly active, and in which all factors, material and intellectual, economic and ideological, are bound up together in a state of indissoluble interdependence, that is to say, that we are not in the least able to go back to any point in time, where a historically definable situation is not already the result of this interaction. Even the most primitive economy is already an organized economy, which does not, however, alter the fact that, in our analysis of it, we must start with the material preconditions, which, in contrast to the forms of intellectual organization, are independent and comprehensible in themselves.”
Hermeneutics
Dialectical
Historical Materlialism
The Anatomy of Fascism
“One device used by fascist parties, but also by Marxist revolutionaries who have given serious thought to the conquest of power, was parallel structures. An outsider party that wants to claim power sets up organizations that replicate government agencies. The Nazi Party, for example, had its own foreign policy agency that, at first, soon after the party had achieved power, had to share power with the traditional Foreign Office. After its head, Joachim von Ribbentrop, became foreign minister in 1938, the party’s foreign policy office increasingly supplanted the professional diplomats of the Foreign Office. A particularly important fascist “parallel organization” was the party police. Fascist parties that aspired to power tended to use their party militias to challenge the state’s monopoly of physical force.
The fascist parties’ parallel structures challenged the liberal state by claiming that they were capable of doing some things better (bashing communists, for instance). After achieving power, the party could substitute its parallel structures for those of the state.”
Fascism
Parallel Structures
The Anatomy of Fascism
“The European states resembled each other rather closely in their luxuriant growth of antiliberal criticism as the twentieth century opened. Where they differed was in those political, social, and economic preconditions that seem to distinguish the states where fascism, exceptionally, was able to become established.
One of the most important preconditions was a faltering liberal order. Fascisms grew from back rooms to the public arena most easily where the existing government functioned badly, or not at all. One of the commonplaces of discussions of fascism is that it thrived upon the crisis of liberalism. I hope here to make that vague formulation somewhat more concrete. On the eve of World War I the major states of Europe were either governed by liberal regimes or seemed headed that way. Liberal regimes guaranteed freedoms both for individuals and for contending political parties, and allowed citizens to influence the composition of governments, more or less directly, through elections. Liberal government also accorded a large measure of freedom to citizens and to enterprises. Government intervention was expected to be limited to the few functions individuals could not perform for themselves, such as the maintenance of order and the conduct of war and diplomacy. Economic and social matters were supposed to be left to the free play of individual choices in the market, though liberal regimes did not hesitate to protect property from worker protests and from foreign competition. This kind of liberal state ceased to exist during World War I, for total war could be conducted only by massive government coordination and regulation.
After the war was over, liberals expected governments to return to liberal policies. The strains of war making, however, had created new conflicts, tensions, and malfunctions that required sustained state intervention. At the war’s end, some of the belligerent states had collapsed...What had gone wrong with the liberal recipe for government?
What was at stake was a technique of government: rule by notables, where the wellborn and well-educated could rely on social prestige and deference to keep them elected. Notable rule, however, came under severe pressure from the “nationalization of the masses."
Fascists quickly profited from the inability of centrists and conservatives to keep control of a mass electorate. Whereas the notable dinosaurs disdained mass politics, fascists showed how to use it for nationalism and against the Left. They promised access to the crowd through exciting political spectacle and clever publicity techniques; ways to discipline that crowd through paramilitary organization and charismatic leadership; and the replacement of chancy elections by yes-no plebiscites. Whereas citizens in a parliamentary democracy voted to choose a few fellow citizens to serve as their representatives, fascists expressed their citizenship directly by participating in ceremonies of mass assent. The propagandistic manipulation of public opinion replaced debate about complicated issues among a small group of legislators who (according to liberal ideals) were supposed to be better informed than the mass of the citizenry. Fascism could well seem to offer to the opponents of the Left efficacious new techniques for controlling, managing, and channeling the “nationalization of the masses,” at a moment when the Left threatened to enlist a majority of the population around two non-national poles: class and international pacifism.
One may also perceive the crisis of liberalism after 1918 in a second way, as a “crisis of transition,” a rough passage along the journey into industrialization and modernity. A third way of looking at the crisis of the liberal state envisions the same problem of late industrialization in social terms.”
Fascism
Mass Politics
Crisis Of Democracy And Fascism
The Anatomy of Fascism
“Hitler and Mussolini, by contrast, not only felt destined to rule but shared none of the purists’ qualms about competing in bourgeois elections. Both set out—with impressive tactical skill and by rather different routes, which they discovered by trial and error—to make themselves indispensable participants in the competition for political power within their nations.
Becoming a successful political player inevitably involved losing followers as well as gaining them. Even the simple step of becoming a party could seem a betrayal to some purists of the first hour. When Mussolini decided to change his movement into a party late in 1921, some of his idealistic early followers saw this as a descent into the soiled arena of bourgeois parliamentarism. Being a party ranked talk above action, deals above principle, and competing interests above a united nation. Idealistic early fascists saw themselves as offering a new form of public life—an “antiparty”—capable of gathering the entire nation, in opposition to both parliamentary liberalism, with its encouragement of faction, and socialism, with its class struggle. José Antonio described the Falange Española as “a movement and not a party—indeed you could almost call it an anti-party . . . neither of the Right nor of the Left." Hitler’s NSDAP, to be sure, had called itself a party from the beginning, but its members, who knew it was not like the other parties, called it “the movement” (die Bewegung). Mostly fascists called their organizations movements or camps or bands or rassemblements or fasci: brotherhoods that did not pit one interest against others, but claimed to unite and energize the nation.
Conflicts over what fascist movements should call themselves were relatively trivial. Far graver compromises and transformations were involved in the process of becoming a significant actor in a political arena. For that process involved teaming up with some of the very capitalist speculators and bourgeois party leaders whose rejection had been part of the early movements’ appeal. How the fascists managed to retain some of their antibourgeois rhetoric and a measure of “revolutionary” aura while forming practical political alliances with parts of the establishment constitutes one of the mysteries of their success.
Becoming a successful contender in the political arena required more than clarifying priorities and knitting alliances. It meant offering a new political style that would attract voters who had concluded that “politics” had become dirty and futile. Posing as an “antipolitics” was often effective with people whose main political motivation was scorn for politics. In situations where existing parties were confined within class or confessional boundaries, like Marxist, smallholders’, or Christian parties, the fascists could appeal by promising to unite a people rather than divide it. Where existing parties were run by parliamentarians who thought mainly of their own careers, fascist parties could appeal to idealists by being “parties of engagement,” in which committed militants rather than careerist politicians set the tone. In situations where a single political clan had monopolized power for years, fascism could pose as the only nonsocialist path to renewal and fresh leadership. In such ways, fascists pioneered in the 1920s by creating the first European “catch-all” parties of “engagement,”17 readily distinguished from their tired, narrow rivals as much by the breadth of their social base as by the intense activism of their militants. Comparison acquires some bite at this point: only some societies experienced so severe a breakdown of existing systems that citizens began to look to outsiders for salvation. In many cases fascist establishment failed; in others it was never really attempted.”
Fascism
Fascism Entering Politics
A Peace to End All Peace: The Fall of the Ottoman Empire and The Creation of the Modern Middle East
“The Arab revolt for which Hussein hoped never took place. No Arabic units of the Ottoman army came over to Hussein. No political or military figures of the Ottoman Empire defected to him and the Allies. The powerful secret military organization that al-Faruqi had promised would rally to Hussein failed to make itself known. A few thousand tribesmen, subsidized by British money, constituted Hussein’s troops. He had no regular army. Outside the Hejaz and its tribal neighbors, there was no visible support for the revolt in any part of the Arabic-speaking world. The handful of non-Hejazi officers who joined the Emir’s armed forces were prisoners-of-war or exiles who already resided in British-controlled territories.”
Britain
Ottoman Empire
Germany
World War I
Arab Revolt
100 IT Charms: Running Versatile IT to get Digital Ready
“Digital CIOs have to develop a set of organizational core competencies and shift IT reputation from a cost center to a profit center.”
Information Technology
Cio Leadership
100 IT Charms: Running Versatile IT to get Digital Ready
“IT leaders need to think like the anthropologist for running a people-centric organization to enchant customers, empower employees, and evolve business partners.”
Information Technology
Cio Master
100 IT Charms: Running Versatile IT to get Digital Ready
“CIOs have to advocate for “departmental immersion” and other strategies to help IT become seamlessly integrated and be aware of the organization as a whole to achieve high-performance results.”
Information Technology
It Leadership
100 IT Charms: Running Versatile IT to get Digital Ready
“Running an “ultra-modern” IT organization starts with the advanced thinking of today’s digital leaders.”
Information Technology
It Innovation
100 IT Charms: Running Versatile IT to get Digital Ready
“Digital equilibrium is the optimal state of operational excellence, business agility, and organizational maturity.”
Digitalization
Digital Master
100 IT Charms: Running Versatile IT to get Digital Ready
“When all departments truly collaborate with IT to improve the organizational vision, transparency, and realization of leveraging IT as a competitive advantage versus just commodity, everybody wins.”
Information Technology
It Management
100 IT Charms: Running Versatile IT to get Digital Ready
“Building a reciprocal digital IT organization is all about enforcing communication, enhancing collaboration, building trust, and bridging gaps.”
Information Technology
It Transformation
100 IT Charms: Running Versatile IT to get Digital Ready
“Enterprise IT organizations are likely to be the winners on the whole if IT starts to plan and accelerate the digital transformation.”
Information Technology
It Transformation
100 IT Charms: Running Versatile IT to get Digital Ready
“Running a business-driven digital IT organization means that IT can demonstrate its performance not from IT lens, but from outside-in business and customers’ perspective.”
Performance Management Training
It Transformation
Reinventing Organizations: An Illustrated Invitation to Join the Conversation on Next-Stage Organizations
“The goal is not make everyone equally powerful, but to make everyone fully powerful. This is best understood using a metaphor from nature. A fern or a mushroom growing next to a tree might not reach as high as the tree, but that is not the point. Through a complex collaboration involving exchanges of nutrients, moisture, and shade, the mushroom, fern, and tree don't compete as much as they cooperate to grow into the biggest and healthiest versions of themselves.”
Nonfiction
Organisations
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