NEW ORLEANS--(BUSINESS WIRE)--Project Management Institute – Greater New Orleans Chapter, Inc. announces a Gold level sponsorship to the Chapter’s Professional Development Summit by Meet Your Market, LLC. The Chapter’s Summit will be held October 27-30 at the Astor Crowne Plaza Hotel in the French Quarter in New Orleans.
The New Orleans Chapter is partnering with the LavaCon® Conference to co-produce the Professional Development Summit. The Summit will present proven best practices in the fields of technical communication and project management, as well as innovative techniques for meeting the challenges that project managers face in today’s workaday world.
Ana Boudreaux, PMI Chapter President said, “Meet Your Market is uniquely qualified as a partner for our event, given their background both in Project Management and in Event Planning and Management. We are delighted by their strong vote of confidence.”
Jennie Campbell, PMP, CMP, CMM, President of Meet Your Market said, “Our sponsorship will give us the kind of exposure we are looking for, giving us access to decision makers both in project management and in management of technical writing. We could not ask for a better venue.”
Meet Your Market joins other premium sponsors including SAIC, Inc. (SAI), Adobe Systems, Inc. (ADBE), PMOLink, Strategic Staffing Solutions, Stewart Lodge at Steelwood, International Institute for Learning, Matchware, Stanford University, PMI College of Performance Management, and Wink, Inc.
With more than 240,000 members in more than 160 countries, Project Management Institute (PMI) is the leading membership association for the project management profession. For more information on PMI Greater New Orleans Chapter and the Professional Development Summit, please visit www.gnopmi.com. Contact: Greg Wilde, VP-Marketing marketing@gnopmi.com 504-236-5733
Meet Your Market combines the skills of project management, marketing and research, meeting planning, public relations, and promotions with outstanding results for clients. Meet Your Market works with professional independent contractors, as well as in house staff to provide support on an individual needs basis. By using this philosophy Meet Your Market is able to reduce overhead expenses, thereby passing the savings on to clients. Contact: John Lange, jlange@meetyourmarket.com 504-837-5353
submitted by vingold
Friday, October 12, 2007
Wednesday, October 3, 2007
New Small Business Site from Smart Money
SmartMoney Announces New Small-Business Web Site: smSmallBiz.com
smSmallBiz, a new Web site from the publishers of SmartMoney, addresses the needs of today’s busy entrepreneurs with quick tips, tested advice and trusted financial guidance.
NEW YORK--(BUSINESS WIRE)--SmartMoney today announced the launch of a new small business Web site, smSmallBiz (www.smSmallBiz.com). smSmallBiz takes a fresh approach to covering small business subjects, focusing on the entrepreneur as a quick-thinking risk-taker who can turn a passion for a product or a service into a thriving business.
Chock full of quick tips and easy-to-apply ideas, smSmallBiz is a valuable resource for today’s busy entrepreneur. Regular columns focus on the rewards and challenges of running your own show, including “Balancing Work & Life,” which advises entrepreneurs on tricky issues such as taking a vacation or dealing with illness or spending time with family, and “Starting Up,” which follows entrepreneurs through the early stages of launching a business.
Each month, streaming-video reports focus on a special topic of interest to business owners, whether that's raising capital or dealing with disaster. The site also pays special attention to women and minorities, who currently make up the fastest-growing subset of entrepreneurs.
Additional content is provided by partners including Entrepreneur, AllBusiness.com, and The Wall Street Journal Entrepreneur.
“Small business content had become a very popular feature on SmartMoney.com. With smSmallBiz, we wanted to create a forum where we could expand our coverage and address a wider range of issues facing today’s time-strapped small business owner,” said Stephanie AuWerter, Editor, SmartMoney.com.
“Our readers’ thirst for small business topics is matched by a robust advertising category. We are proud to have Visa, AT&T and FedEx on board as exclusive launch sponsors of smSmallBiz,” said Bill Shaw, Publisher/General Manager, SmartMoney.
For additional information about smSmallBiz, visit www.smSmallBiz.com.
About SmartMoney
SmartMoney (www.smartmoney.com), The Wall Street Journal Magazine of Personal Business, was launched in 1992 by Hearst Corporation and Dow Jones & Co. to service the need for personal finance information among a group of affluent and sophisticated Americans. The SmartMoney editorial team has won three National Magazine Awards.
SmartMoney.com was launched in 1997 to reflect the magazine’s strong background of personal finance, as well as to provide users with innovative interactive tools and worksheets. SmartMoney.com has become the most comprehensive resource on the Web for private investors, providing top-quality financial reporting, commentary and analysis, and decision-making tools. The site features a portfolio management system; a subscription-based product, SmartMoney Select; and its signature product, the Map of the Market, which allows users to visualize the wide-ranging market in a single view. The site was awarded the 2001 National Magazine Award for "Best Interactive Design" from the American Society of Magazine Editors and has been praised by Forbes, Fortune, PC Magazine and The Web Marketing Association.
SmartMoney.com Licensing is a leading supplier of the Web’s best interactive tools for financial planning, market analysis and data visualization. SmartMoney recognizes the challenge interactive marketers face today of building high quality, competitive Web sites. Tools and content are provided through fully hosted turnkey solutions and custom integration options to meet the needs of top financial institutions and other Fortune 500 companies worldwide.
Custom Solutions from SmartMoney is a full-service custom publishing and communications group. It was launched in 1999 by SmartMoney as a joint custom-publishing venture of Hearst Communications and Dow Jones & Co., Inc. Taking a consultative approach with clients, Custom Solutions reaches more than 15 million consumers each quarter through custom newsletters and magazines, personalized and segmented communications, and engaging online educational content. Custom Solutions’ two industry-leading print-on-demand 1:1 communications systems, TIM and Rapid Publisher, produce an additional nine million communications on-demand each year, printing over 100 million duplex images.
smSmallBiz, a new Web site from the publishers of SmartMoney, addresses the needs of today’s busy entrepreneurs with quick tips, tested advice and trusted financial guidance.
NEW YORK--(BUSINESS WIRE)--SmartMoney today announced the launch of a new small business Web site, smSmallBiz (www.smSmallBiz.com). smSmallBiz takes a fresh approach to covering small business subjects, focusing on the entrepreneur as a quick-thinking risk-taker who can turn a passion for a product or a service into a thriving business.
Chock full of quick tips and easy-to-apply ideas, smSmallBiz is a valuable resource for today’s busy entrepreneur. Regular columns focus on the rewards and challenges of running your own show, including “Balancing Work & Life,” which advises entrepreneurs on tricky issues such as taking a vacation or dealing with illness or spending time with family, and “Starting Up,” which follows entrepreneurs through the early stages of launching a business.
Each month, streaming-video reports focus on a special topic of interest to business owners, whether that's raising capital or dealing with disaster. The site also pays special attention to women and minorities, who currently make up the fastest-growing subset of entrepreneurs.
Additional content is provided by partners including Entrepreneur, AllBusiness.com, and The Wall Street Journal Entrepreneur.
“Small business content had become a very popular feature on SmartMoney.com. With smSmallBiz, we wanted to create a forum where we could expand our coverage and address a wider range of issues facing today’s time-strapped small business owner,” said Stephanie AuWerter, Editor, SmartMoney.com.
“Our readers’ thirst for small business topics is matched by a robust advertising category. We are proud to have Visa, AT&T and FedEx on board as exclusive launch sponsors of smSmallBiz,” said Bill Shaw, Publisher/General Manager, SmartMoney.
For additional information about smSmallBiz, visit www.smSmallBiz.com.
About SmartMoney
SmartMoney (www.smartmoney.com), The Wall Street Journal Magazine of Personal Business, was launched in 1992 by Hearst Corporation and Dow Jones & Co. to service the need for personal finance information among a group of affluent and sophisticated Americans. The SmartMoney editorial team has won three National Magazine Awards.
SmartMoney.com was launched in 1997 to reflect the magazine’s strong background of personal finance, as well as to provide users with innovative interactive tools and worksheets. SmartMoney.com has become the most comprehensive resource on the Web for private investors, providing top-quality financial reporting, commentary and analysis, and decision-making tools. The site features a portfolio management system; a subscription-based product, SmartMoney Select; and its signature product, the Map of the Market, which allows users to visualize the wide-ranging market in a single view. The site was awarded the 2001 National Magazine Award for "Best Interactive Design" from the American Society of Magazine Editors and has been praised by Forbes, Fortune, PC Magazine and The Web Marketing Association.
SmartMoney.com Licensing is a leading supplier of the Web’s best interactive tools for financial planning, market analysis and data visualization. SmartMoney recognizes the challenge interactive marketers face today of building high quality, competitive Web sites. Tools and content are provided through fully hosted turnkey solutions and custom integration options to meet the needs of top financial institutions and other Fortune 500 companies worldwide.
Custom Solutions from SmartMoney is a full-service custom publishing and communications group. It was launched in 1999 by SmartMoney as a joint custom-publishing venture of Hearst Communications and Dow Jones & Co., Inc. Taking a consultative approach with clients, Custom Solutions reaches more than 15 million consumers each quarter through custom newsletters and magazines, personalized and segmented communications, and engaging online educational content. Custom Solutions’ two industry-leading print-on-demand 1:1 communications systems, TIM and Rapid Publisher, produce an additional nine million communications on-demand each year, printing over 100 million duplex images.
Tuesday, September 25, 2007
When the Brother In-Law Needs a Job...
A common challenge in a family enterprise is that of relatives who lack an aptitude for the business, or any apparent usable talent or skill, but also who must be hired. The emotional pressure is hard to resist when your sister says, Bob needs a job, badly!
Accept the challenge with your eyes open, because it will be hard to fire Bob, even if his employment costs the company more than it earns. Moreover, he could demoralize other employees if he loafs on the job, avoids unpleasant tasks, takes special
privileges or otherwise exhibits a poor attitude.
Training Bob may require extra effort, but few people are totally
unskilled.
* Endeavor to cultivate a talent he possesses that will contribute to the business.
* Provide special training.
* Assign him to special projects to reduce negative contact with other employees and to provide an opportunity for developing skills.
* Arrange for him to work under a non-family supervisor who is a top producer.
The key is to transform the untalented, minimally skilled relative into a productive employee, as quickly as possible.
Small Business Media and Small Business Content
Accept the challenge with your eyes open, because it will be hard to fire Bob, even if his employment costs the company more than it earns. Moreover, he could demoralize other employees if he loafs on the job, avoids unpleasant tasks, takes special
privileges or otherwise exhibits a poor attitude.
Training Bob may require extra effort, but few people are totally
unskilled.
* Endeavor to cultivate a talent he possesses that will contribute to the business.
* Provide special training.
* Assign him to special projects to reduce negative contact with other employees and to provide an opportunity for developing skills.
* Arrange for him to work under a non-family supervisor who is a top producer.
The key is to transform the untalented, minimally skilled relative into a productive employee, as quickly as possible.
Small Business Media and Small Business Content
Family Business Succession Planning
An important issue that requires early planning is Who will take over when the family member managing the business dies or retires?
Planning is especially critical when the top family member approaches retirement age or is in poor health, but the best time to prepare for orderly succession is before transition looms.
A family meeting in a neutral setting away from interruptions can help focus discussion, perhaps with the assistance of a professional consultant to guide the agenda.
Consideration on the agenda should be given to
* Family goals for the future.
* Plans of next-generation family members.
-- Who is interested in staying with the business?
-- Who has the most aptitude for leadership?
-- What if several able younger family members aspire to lead the business?
-- What role will other younger members play?
-- What if next-generation family members are not interested in the business?
* Grooming of future leaders.
* The most likely times major transitions will occur, barring unexpected illness or death.
* Preparations of present leaders for stepping down.
* Financial aspects of leadership transitions.
The importance of preparing for succession before a new leader must take over cannot be emphasized too strongly.
Small Business Media and Small Business Content
Planning is especially critical when the top family member approaches retirement age or is in poor health, but the best time to prepare for orderly succession is before transition looms.
A family meeting in a neutral setting away from interruptions can help focus discussion, perhaps with the assistance of a professional consultant to guide the agenda.
Consideration on the agenda should be given to
* Family goals for the future.
* Plans of next-generation family members.
-- Who is interested in staying with the business?
-- Who has the most aptitude for leadership?
-- What if several able younger family members aspire to lead the business?
-- What role will other younger members play?
-- What if next-generation family members are not interested in the business?
* Grooming of future leaders.
* The most likely times major transitions will occur, barring unexpected illness or death.
* Preparations of present leaders for stepping down.
* Financial aspects of leadership transitions.
The importance of preparing for succession before a new leader must take over cannot be emphasized too strongly.
Small Business Media and Small Business Content
Who is Really in Charge of a Family Business?
* The president of a small family-owned company is not necessarily the person in charge. The family elder statesman may be president or chairman of the board of directors, but day-to-day management may be in the hands of other family members.
* The ceiling may be too low on the amount of money that can be spent without permission from too many members. Unrealistic or unnecessary clearance procedures may result in missed opportunities for increased profits, such as failing to take advantage of a good price on raw materials or sales inventory.
* Personalities and emotional reactions work against efficient operation. For example, even routine matters must be authorized by family members because Uncle Bill
never lets you forget your mistakes.
* Efficiency may be reduced by relatives' engaging in excessive family talk during working hours. The manager must set an example and insist relatives refrain from chit-chat on the job.
* Managers may owe their positions to their age or to the amount of capital they have invested and may lack leadership ability.
* Some family managers may hinder progress because they do not know how to listen.
Family members in charge of operations must be
* Capable of using efficient management techniques.
* Thick-skinned enough to live with family bickering.
* Tough enough to make decisions stick.
Definite lines of authority are essential when a member of the family manages operations and other relatives fill various jobs.
Family employees must discipline themselves to work within the lines of authority and the responsibilities of family members should be spelled out. Even then, it is wise to have a nonfamily employee highly involved in operations, to help resolve problems.
One solution to management problems is to let someone else -- a hired manager -- run the day-to-day show. The family member retains a title and some authority, but the hired assistant acts as a buffer between the family and the organization. The
assistant might be executive vice president or chief operating officer and the family member, president or chief executive officer.
With a hired manager, the family leaders are free to work on future strategy, basic policy and growth, while the nonfamily employee guides day-to-day operations.
The authority of the manager, whether family or nonfamily, to suspend or discharge flagrant violators of company rules must be clear. Management control is weakened if family employees are exempt from rules.
Small Business Content and Small Business Media
* The ceiling may be too low on the amount of money that can be spent without permission from too many members. Unrealistic or unnecessary clearance procedures may result in missed opportunities for increased profits, such as failing to take advantage of a good price on raw materials or sales inventory.
* Personalities and emotional reactions work against efficient operation. For example, even routine matters must be authorized by family members because Uncle Bill
never lets you forget your mistakes.
* Efficiency may be reduced by relatives' engaging in excessive family talk during working hours. The manager must set an example and insist relatives refrain from chit-chat on the job.
* Managers may owe their positions to their age or to the amount of capital they have invested and may lack leadership ability.
* Some family managers may hinder progress because they do not know how to listen.
Family members in charge of operations must be
* Capable of using efficient management techniques.
* Thick-skinned enough to live with family bickering.
* Tough enough to make decisions stick.
Definite lines of authority are essential when a member of the family manages operations and other relatives fill various jobs.
Family employees must discipline themselves to work within the lines of authority and the responsibilities of family members should be spelled out. Even then, it is wise to have a nonfamily employee highly involved in operations, to help resolve problems.
One solution to management problems is to let someone else -- a hired manager -- run the day-to-day show. The family member retains a title and some authority, but the hired assistant acts as a buffer between the family and the organization. The
assistant might be executive vice president or chief operating officer and the family member, president or chief executive officer.
With a hired manager, the family leaders are free to work on future strategy, basic policy and growth, while the nonfamily employee guides day-to-day operations.
The authority of the manager, whether family or nonfamily, to suspend or discharge flagrant violators of company rules must be clear. Management control is weakened if family employees are exempt from rules.
Small Business Content and Small Business Media
Family and Business - When They Don't Mix
What happens when family behavior in the workplace falls short of
the ideal? Differing opinions do not always produce discord in a
family-owned company, but they are more apt to cause sparks to
fly. Emotion is the added dimension as brothers and sisters,
uncles and aunts, nephews and nieces, and parents and children
work together.
The individual managing such a company must recognize the
emotional dimension and make the necessary objective decisions to
ensure smooth functioning. Among members of a family who are
active in a business, it may be hard to be objective about one
another's skills and abilities. He was lazy when we were kids,
and he's still lazy. What does Aunt Bess know about the business?
She's only here because of her father's money.
If emotional outbursts affected only the family, the manager
might knock a few heads together and move along. But quarrels and
ill feelings among relatives affect nonfamily employees as well.
The manager's challenge is to keep the bickering from interfering
with work. In an emotional atmosphere nonfamily employees may be
tempted to base their decisions on family tensions -- they know
how their bosses react and are influenced by this knowledge. But
the company cannot become a warring camp. All employees must
understand that their interests are best served by a profitable
organization, not by allegiance to particular family members.
The leader of the family business must not take sides with any
member of the family, but rather must demonstrate that
disagreements will not be permitted to affect the business. This
attitude discourages nonfamily employees from politicking for
position. When the family leader demonstrates respect for the
family and an understanding of the differences, nonfamily
employees are not tempted to play politics.
Small Business Content and Small Business Media
the ideal? Differing opinions do not always produce discord in a
family-owned company, but they are more apt to cause sparks to
fly. Emotion is the added dimension as brothers and sisters,
uncles and aunts, nephews and nieces, and parents and children
work together.
The individual managing such a company must recognize the
emotional dimension and make the necessary objective decisions to
ensure smooth functioning. Among members of a family who are
active in a business, it may be hard to be objective about one
another's skills and abilities. He was lazy when we were kids,
and he's still lazy. What does Aunt Bess know about the business?
She's only here because of her father's money.
If emotional outbursts affected only the family, the manager
might knock a few heads together and move along. But quarrels and
ill feelings among relatives affect nonfamily employees as well.
The manager's challenge is to keep the bickering from interfering
with work. In an emotional atmosphere nonfamily employees may be
tempted to base their decisions on family tensions -- they know
how their bosses react and are influenced by this knowledge. But
the company cannot become a warring camp. All employees must
understand that their interests are best served by a profitable
organization, not by allegiance to particular family members.
The leader of the family business must not take sides with any
member of the family, but rather must demonstrate that
disagreements will not be permitted to affect the business. This
attitude discourages nonfamily employees from politicking for
position. When the family leader demonstrates respect for the
family and an understanding of the differences, nonfamily
employees are not tempted to play politics.
Small Business Content and Small Business Media
Monday, September 24, 2007
Family Businesses: Clearly Defined Roles
Like any successful organization, it is essential that a family business have
A clear mission, a statement of purpose and goals.
* A clear chain of command -- lines of authority -- for
decision making.
* A clear plan to accomplish goals and provide for orderly
succession.
* Good communication among family members and with nonfamily
employees.
These factors are doubly important in a family business because of the strong motions that can arise and the confusion that can occur in their absence.
Rights and responsibilities are different at home than at work, and it is imperative that family members keep this fact in mind.
At home family relationships and goals are the prime concern. Language is personal, attitudes are subjective, roles -- husband/wife, parent/child, family/relatives/in-laws -- are all traditionally defined.
At work, however, the success of the business must be paramount.
Language becomes more impersonal, attitudes more objective.
Family members who work in the business must accept the boss/employee relationship, as they would in any other business.
Their job descriptions must be clear, in writing and adhered to. So there can be no disagreement.
Problems arising at home should be left there when the workday begins and workplace problems should not encroach on home life.
Family members who accept and observe the home/business dichotomies not only avoid strained personal relationships, but also convey an important message to all employees that in the workplace business goals come first.
This, of course, is the ideal situation. :-)
Small Business Content, Small Business SEO and Small Business Media
A clear mission, a statement of purpose and goals.
* A clear chain of command -- lines of authority -- for
decision making.
* A clear plan to accomplish goals and provide for orderly
succession.
* Good communication among family members and with nonfamily
employees.
These factors are doubly important in a family business because of the strong motions that can arise and the confusion that can occur in their absence.
Rights and responsibilities are different at home than at work, and it is imperative that family members keep this fact in mind.
At home family relationships and goals are the prime concern. Language is personal, attitudes are subjective, roles -- husband/wife, parent/child, family/relatives/in-laws -- are all traditionally defined.
At work, however, the success of the business must be paramount.
Language becomes more impersonal, attitudes more objective.
Family members who work in the business must accept the boss/employee relationship, as they would in any other business.
Their job descriptions must be clear, in writing and adhered to. So there can be no disagreement.
Problems arising at home should be left there when the workday begins and workplace problems should not encroach on home life.
Family members who accept and observe the home/business dichotomies not only avoid strained personal relationships, but also convey an important message to all employees that in the workplace business goals come first.
This, of course, is the ideal situation. :-)
Small Business Content, Small Business SEO and Small Business Media
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